estate strategy 2007-2017 - Publication Scheme - University of Stirling

ESTATE STRATEGY2007-2017

contentsContentsPart 0 – Executive Summary................................. 3Part 1 – Introduction and context......................... 71. Objectives and scope of the strategy2. The University’s planning horizon3. Key strategic priorities 2007 to 20114. Size and profile of the UniversityPart 2 – The Local/Public Policy Context.............. 135. Stirling 20206. Regional Economic Development Strategy7. Stirling University Innovation Park (SUIP)8. Planning and Environmental Framework8.1 Planning Framework8.2 Environmental FrameworkPart 3 – Where are we now: the existing estate.....219. Description of the estate9.1 Background9.2 Non-residential space on thestirling Campus9.3 Residential space in Stirling9.4 Highland and Western Isles campuses9.5 Off-campus Research Facilities9.6 Property Valuations9.7 Special Characteristics of the Estate10. Condition of the Estate, Compliance,Fitness for Purpose & Resilience11. Space Management11.1 Overall Management11.2 Management of Teaching Space11.3 Use of Space Management Groupmetrics12 Ecological Survey13. Performance AssessmentPart 4 – Development potential.......................... 3514. Campus Development Plan14.1 The Existing Campus – RevisedDevelopment Plan14.2 SUIP Master Plan14.3 Planning Issues15. Potential for CollaborationPart 5 – Estate priorities in the Context of thestrategic Plan....................................... 3916. Proposed solutions for those strategicpriorities with estate implications17. Summary of proposed strategy on studentaccommodationPart 6 – Financial Issues...................................... 4318. Investment in the estate – past and future18.1 Maintenance18.2 Capital Investment18.3 Financing proposals and viabilityassessmentPart 7 – Consultation......................................... 47Part 8 – Implementation and review process...... 49Appendices........................................................ 511. Historic development of the Airthreyestate2. Campus Habitat Map3. Estate Performance Metrics4. Residential Strategy for Stirling5. Revised Campus Development Plan6. Capital Development Programmeto 2016/177. Action Plan1

Part 0executive summary3

executive summaryPart 0Executive SummaryThis Estate Strategy (referred to as ‘the Strategy’in this summary) presents a long-term strategicplan for developing and managing the University’sestate in the optimum way to meet and contributeto its strategic priorities and to ensure fitness forpurpose and legislative compliance. Specifically,it identifies how the estate will support theUniversity’s current strategic priorities, and providesa comprehensive, coherent and flexible plan forthe future and a framework for prioritisation,investment and day to day management of theestate.The structure of the Strategy follows thatpresented to University Court in June 2007; italso takes cognisance of the guidance providedby the Scottish Funding Council in 2007 andother examples of best practice from within theeducation sector and elsewhere.The Strategy acts as an umbrella for several otherpieces of work and as a result there are a numberof additional outputs including an EcologicalSurvey and Habitat Map of the Stirling Campus(see Section 12 and Appendix 2), a revisedDevelopment Plan (Section 14.1 and Appendix5), a revised strategy on student accommodation(Section 17 and Appendix 4) and a CapitalDevelopment Plan for the period until 2016/17(Section 18.3 and Appendix 6).The essence of the Strategy is threefold:££ It is driven by the need to support theUniversity’s strategic priorities and inparticular, the estates implications that thesemay generate£ £ The importance of stewardship of theestate and continued investment directedat improving the quality, functionality andsustainability of the buildings and widerestate while at the same time eroding themaintenance backlog£ £ Consolidation on campus within Stirling,particularly with reference to the provision ofresidential accommodation for studentsPart 1 provides an overview of the size and profileof the University, identifies the nine strategicmessages that underpin the Strategy and describeshow the Strategy fits within the University’s overallplanning process.Part 2 sets the Strategy within the local andpublic policy context and considers the vision for21st Century Stirling, and the Regional EconomicDevelopment Strategy produced by the Forth ValleyEconomic Forum. It is clear that the Universityalready plays a key role in many areas but thatthere are still areas where further joint workingand alignment could be beneficial. Part 2 alsodescribes the current planning system in Scotland,the changes that will result from the enactmentof the Planning Act 2006 (Scotland) and identifiesthe policies in the current Local Plan that couldaffect the University. Finally, this section providesa summary of the environmental legislation thatapplies to the Stirling campus and an overview ofthe non-statutory designations which are in place.Part 3 provides a description of the existing estatein Stirling (on and off campus), on the Highlandand Western Isles campuses and on the remotefish farms and research stations operated by theInstitute of Aquaculture. This section details landand building areas, use, tenure and valuations.It also highlights the key findings of the lastsurvey of condition and statutory complianceand, in particular, that the University wouldhave to invest £52 million to make the entireestate sound. The University’s property does notsuffer from major structural problems but thereis much refurbishment still to be undertaken asbuildings and the infrastructure serving themand the campus reach 35-40 years of age andthe funding of this work will present a significantchallenge. This section also describes the statutorydesignations which apply to the Stirling campus(Garden and Designed Landscape and part of anArea of Great Landscape Value area), presents thefindings of the Ecological Survey and considersspace management and performance metrics.4

execUtIVe sUMMARyPart 4 assesses the capacity of the stirling campusfor further development if this is required by thestrategic plan and considers particular planningissues that could apply, particularly further listingby Historic scotland. Appendix 5 provides arevised development plan which identifies buildingand landscape development opportunities andprovides the broadest picture of the developmentsthat the University would wish to make. this hasbeen discussed with the local authority planners.Finally, this section considers the potential forcollaboration with other FHe institutions.Part 5 revisits those of the University’s strategicpriorities that have estate implications andproposes solutions to meet these should theyarise. It also presents a summary of the proposedstrategy on student accommodation which wouldinvolve disposal of an off-campus residence andconsolidation and investment on campus.Part 6 focuses on financial matters and describespast investment in maintenance and capital worksand compares the levels of investment to thoseproposed in the sector. It also describes the processused to develop the extended capital DevelopmentPlan to 2016/17, the assessment of financialviability and funding proposals.Part 7 lists those organisations or groups whowere consulted in the process of developing theestate strategy and describes the formal approvalprocess.Part 8 describes how the estate strategy will bereviewed and refreshed in line with changes to theUniversity’s strategic priorities.the appendices provide a description of the historicdevelopment of the Airthrey estate (1), a HabitatMap for the stirling campus (2), a list of thoseperformance metrics monitored in relation tothe estate (3), the proposed strategy on studentaccommodation (4), the revised Development Planfor the campus (5), the capital Development Planto 2016/17 (6) and an action plan (7).5

Part 1Introduction and context7

IntRoDUctIon AnD contextPart 1Introduction and context1. Objectives and scope of the strategythe purpose of this estate strategy is to providea long-term strategic plan for developing andmanaging the University’s estate in the optimumway to meet and contribute to its strategicpriorities and to ensure its fitness for purpose andlegislative compliance.Specifically, the University’s new Estate Strategymust:£ identify how the estate will support theUniversity’s current strategic priorities£ provide a comprehensive, coherent andflexible plan for the future taking accountof foreseeable needs and the likely need forchange and further development£ provide a framework for prioritisation, capitalinvestment and day to day management ofthe estatethis is the University’s third estate strategy. thefirst covered the period 1996/97-2005/06 and thesecond 2001–2005.2. The University’s planning horizonthe primary document which establishes theUniversity’s future direction and priorities is itsstrategic Plan overview. this was refreshed during2007, following an exercise the previous year tosharpen the University’s mission and articulatethe vision for the future in a clearer and moredistinctive way.the strategic Plan overview currently covers theperiod 2007 to 2011. It is revisited and rolledforward each year and is supported by an actionplan, which details the implementation plans fora number of key priorities. In addition, there are anumber of formally-approved strategy documentswhich detail core priorities (Learning and teaching,Research and Knowledge transfer etc.) and otherenabling strategies (Financial, Human Resourcesetc.) as follows:»»»»»»»Learning and teaching Quality enhancementstrategy (June 2006) for the period 2006 to2009Research & Knowledge transfer strategy (June2006) for the period 2006 to 2010Internationalisation strategy (June 2005)Marketing strategy (June 2007) for the period2007 to 2010estate strategy (March 2008) for the period2007 to 2017Financial strategy (March 2006) to 2009/2010Human Resources objectives, strategy andAction Plan (December 2006) for the period2006 to 2008An Information strategy is to be presented toFinance and Infrastructure committee (FIc) andUniversity court towards the end of 2008.the relationship between the strategy documentsis shown in Figure 1.8

introduction and contextStrategic PlanOverviewSupporting StrategiesLearning &Teaching StrategyResearch & KnowledgeTransfer StrategyInternationalisationStrategyMarketingStrategyEnabling StrategiesEstate Strategy Financial Strategy Human ResourcesStrategyInformation StrategyFigure 1: relationships in planning processThe new Estate Strategy spans ten financial years(2007/08 to 2016/17), the level of detail for thefirst five years being greater than the second five.This is a longer timeframe than any of the otherstrategy documents but this is justified by the factthat it needs to anticipate any estate needs whichmay arise from the key strategic priorities andpropose solutions which can, if appropriate, beimplemented to meet the required timescale.3. Key strategic priorities 2007 to 2011The University’s mission is to pursue world-classresearch and scholarship in order to inspire,challenge and support motivated individuals whowant to shape their world. In support of this aim,the University:»» conducts world-class research that makes apositive contribution to society, the economy,the environment and culture;»» promotes and enhances student learningthrough innovative teaching programmes witha clear focus on real world needs;»» benefits wider society through broad basedaccess to educational opportunity;»» provides an attractive, supportive and caringenvironment for students and staff; and»» ensures that the wider community and partnerorganisations can benefit from its expertise,services and facilities.The Strategic Plan Overview for 2007 to 2011identifies nine strategic messages and a number ofspecific actions as follows:9

introduction and contextTable 1: nine strategic messages and associated actionsStrategic MessageResearch and Knowledge TransferLearning and TeachingSportOrganisational DevelopmentFunding and FinanceInternationalisationMarketingEstate developmentsLeadership, management and humanresourcesKey ActionsStrengthening research performance (external grant andcontract awards, income and number of RPGs), remainingresearch-led, optimising RAE outcome, developing aEuropean Research and Enterprise StrategyReviewing the academic portfolio & degree framework,further developing the Lifelong Learning agenda,embedding employability practice, development ofteaching staff, maximising student experience,contributing to the participation agendaAsserting position as Scotland’s University Centre forSporting Excellence and attracting further investmentEstablishing a School of Management; review of teaching,learning and assessment processes; business processreviews; reviewing Charter and Statutes in the light ofderegulation of HE governance; reviewing and building onstrategic partnerships; refinement of structure of ServiceAreas; developing a new Information StrategySeeking additional income generation opportunities,encouraging philanthropic giving, moving to proposed levelof transfer to reserve, maintaining financial stability andmaking provision for development and growthGrowing international business in terms of studentnumbers, research collaboration and partnerships and staffrecruitment; launching a new International Summer SchoolIncreasing profile, reputation and influence, securingmarket share in terms of student numbers, encouraginginvestment, strengthening presence in the HighlandsDeveloping a new Estate Strategy including a way forwardin relation to student accommodation; rolling out of newCapital Plan and implementation of key strategic capitalprojects; enhancing sustainability practice and turning thisinto an institutional strength; and tackling the implicationsof the implementation of the Framework AgreementContinuing modernisation of HR policies and procedures,implementing action plans related to equality, furtherimplementation of outcomes of Framework AgreementThe new Estate Strategy has been developed around these strategic priorities and they are re-visited in Part 5,Section 16 of this document.10

introduction and context4. Size and profile of the UniversityThe University has a student population of justunder 9500 of which 7330 are undergraduates(6270 full time, 1060 part-time) and 2110 arepostgraduates (900 full time, 1210 part-time).74% of students come from Scotland, 12% fromthe rest of the UK and 14% from Europe andfurther afield. It employs just over 1800 staff withthe majority of its support services being providedby in-house teams.The table and figure below show the studentheadcount for the period 2003/04 to 2007/08and projections for the following two years. Theyindicate some growth in EU undergraduate numbersand project moderate growth in EU and overseasresearch postgraduate numbers in future years.Table 2: Student Headcount 2003/04 to 2009/10EUOSUG TPG RPGYear FT PT FT PT UG TPG RPG2003/04 5735 1045 350 735 330 150 275 952004/05 5750 720 365 685 340 145 350 1102005/06 6165 620 330 750 395 120 430 1202006/07 6510 890 485 990 385 365 855 1302007/08 6305 750 425 910 385 290 955 1302008/09 6320 750 425 910 395 290 955 1402009/10 6355 750 425 910 405 290 955 1501200010000OS-RPGOS-TPG8000OS-UG6000EU-RPG4000EU-TPG2000EU-UG02003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10Figure 2: Student headcount 2003/04 to 2009/1011

IntRoDUctIon AnD contextThe University’s academic strengths lie in five coreareas as follows:»»»»»Health and Well-beingIncluding cancer care, Dementia, nursing &Midwifery, Psychology & social WorkCulture and SocietyIncluding education, english studies, Film &Media studies, History, Languages, Philosophy,Politics, Religions, Applied social sciences,sociology, social Work, criminology andHousing PolicyEnvironmentIncluding Aquaculture & Biological andenvironmental sciencesEnterprise and the EconomyIncluding Accountancy, Business, computingscience & Mathematics, entrepreneurship,economics, Law, Management, Marketing,Publishing studies, Retail studies and tourismManagementSportsport & exercise science, sports studies &Physical educationthere are 8 key research themes – Aquaculture;Arts, Histories and culture; children and youngPeople; enterprise and the economy; environmentand People; People centred Healthcare; sport; andWork, Welfare and Wellbeing.As a research-led institution, stirling is committedto the quality of its teaching being directly linkedto its research strength.the University is recognised for the quality of itsteaching and the academic standard of its awards.Its student-centred approach is exemplified bya longstanding commitment to flexibility andchoice in relation to the courses and final degreetaken. the University is 5th in the UK for studentcompletion, is rated by the times Higher educationsupplement as being in the top 10 for studentexperience and achieves a very high level ofemployability (95.9% in employment 6 monthsafter graduation).the majority of the University’s facilities are locatedwithin the boundaries of the Airthrey estate whichcomprises the stirling campus. the campus isbordered by woodland to the north and east andincludes the Robert Adam-designed Airthrey castlewhich dates to the 18th century. the academicand residential buildings are arranged around acentral loch. the campus is an intrinsic part of theUniversity’s brand and is regularly described as oneof the most beautiful in the world. the stunningsetting is a significant attraction for students andparents, staff, those attending conferences andevents and for members of the local community.12

Part 2the Local/Public Policy context13

the local/public policy contextPart 2The Local/Public Policy ContextStirling CouncilRebecca MaxwellAssistant Chief ExecutiveThe Council Strategic PlanStirling 2020Hugh LightbodyService Manager, Economic Strategy & IntelligenceDeborah MurrayService Manager, Tourism, Marketing & Rural DevelopmentNeil FergusonStrategic Development OfficerLocal EconomicDevelopment StrategyHousing Needs StudySEFV Ewan Mearns Forth Valley RegionalEconomic DevelopmentStrategyIn order to set the University’s Estate Strategywithin a local policy context discussions were heldwith the above representatives of Stirling Counciland Scottish Enterprise Forth Valley (SEFV).These discussions identified areas of overlap atboth a strategic and operational level. Whilethe University already participates in many areasothers were identified where further involvement,alignment and joint working could be beneficial.5. Stirling 2020Stirling – the 2020 vision was presented to theCommunity Conference in June 2007. The keyelements of the vision for Stirling were identifiedas follows:»»Working together for a 21st century Stirling»» Making Stirling a location of choice – to live,study, work and visit with a vibrant economy, agrowing population (predicted to rise to 100,000by 2020), high quality infrastructure and publicrealm, joined up and citizen-focused services»» Delivering a measurable increase in the positivewell-being of citizens and communitiesThe vision of 21st century Stirling identified a rangeof attributes – those of particular interest to theUniversity being:»»distinctive appeal as a location of choice»»»»»»high performing education and training at alllevelsmore and higher value jobsincreasing quality and quantity of tourismactivityThis document identifies the University asbeing world class and one of Stirling’s assets. Itspecifically notes its impressive completion rates.The following priority actions were identified –affordable housing, the need for a City TransportStrategy, Rural issues, Sustainable Development,Community Care and reducing inequalities inhealth, wealth and opportunity.The Community Plan (2005–2020) sets out a visionfor the Stirling area to 2020 and is predicated onthe same values.The current Council Corporate Plan covers theperiod from 2003 to 2008 and is set againsta backdrop of significant population growth.It identifies the following five top priorities forinvestment – schools (PPP), roads maintenance,City Transport Strategy, the Sports Village andCommunity ownership of housing.14

the local/public policy context6. Regional Economic DevelopmentStrategyThe three local authorities (Stirling, Falkirk andClackmannan) have their own Strategic Plans(Making Stirling Work, My Future’s in Falkirk andBuilding Clackmannanshire respectively) and alsoparticipate in the Local (Forth Valley) EconomicForum. The University is represented on the Forumby Professor David Bell (Economics). Its role is toprovide strategic leadership and coordination inthe delivery of economic development activitiesacross Forth Valley. It is an integral componentof the Community Planning framework and aimsto simplify and improve services to business andpeople and achieve collaborative advantage.The Forum has established effective partnershipsbetween the three Councils, Scottish EnterpriseForth Valley (SEFV), Business Gateway, the LochLomond and Trossachs National Park Authority,Careers Scotland and the Raploch UrbanRegeneration Company. Supported by SEFV,the Forum is responsible for the articulation ofthe Regional Economic Development Strategy.The regional strategy and local authority plansare based on the principles embodied in SmartSuccessful Scotland. The Regional EconomicDevelopment Strategy has recently been updatedto take account of changes in local, national andglobal economic circumstances, to ensure strongeralignment with recent policy developments andto reflect the experiences and lessons from theEconomic Forum’s work to date. The revisedstrategy for 2007 to 2012 identifies a vision forForth Valley of a ‘thriving, diverse and sustainableeconomy at the heart of Scotland’. The maincomponents of the vision are as follows:»» providing an attractive location where people,businesses and investors want to live, workand prosper»» to be an area recognised for its high qualityof life, identity and growing importance toScotland’s economic development»» a diverse business base with an increasingrepresentation of high value, high growthbusinesses and industries»» excellent transport, logistics and digitalinfrastructure»» an increasingly skilled and productive workforcewhere more people are making a productivecontribution to the labour market»» sustainable economic growth which doesnot compromise the quality of the localenvironment and reduces its effects onclimate changeThe strategic goal within the vision is to stimulatea dynamic economy of importance to Scotland’soverall economic development. Three key enablingstrategies are identified as underpinning thisaspiration – increasing prosperity, sustainableproductivity and participation - and three strategicthemes – a growing and sustainable economy,a competitive and productive skills base andan attractive, efficient and connected businessenvironment. Activities supported includeencouraging excellence in academic research andcommercialisation, building on the University’scurrent strengths. The Forum has no executivepowers and can only implement the strategy byinfluencing economic development across thepublic sector. The University is identified as akey organisation.7. Stirling University Innovation Park (SUIP)SUIP was established in 1986 and is both a physicalentity within the boundaries of the University’scampus and a partnership between three keyorganisations – Stirling University, Stirling Counciland Scottish Enterprise Forth Valley.The aim of SUIP is to facilitate the conceptionand growth of businesses with a high knowledgecapital by providing high-quality accommodation,services and support. SUIP’s distinctive role withinScottish economic development is its focus ongrowing innovative businesses in specialisedmarket sectors, including Life Sciences, Sportsand sports-related technologies and Environmenttechnologies, sciences and heritage, through acollaborative approach. The key objectives are toprovide safe and supported incubator facilitiesfor small enterprises, facilitating the transfer ofnew and emerging technologies and expertiseto business needs and opportunities and seekingfunding for and delivering national enterpriseprogrammes which support the overall vision.The Park extends to 14 acres (5.6 ha) andcomprises a mixture of existing buildings anddevelopment sites owned by the University.15

the local/public policy contextThe buildings within the Park are currently fullyoccupied and work is underway to develop amaster plan that will provide a blueprint for furtherdevelopment over the next 5 to 10 years.8. Planning and Environmental Framework8.1 Planning FrameworkPlanning permission is required for almost anychange in use or development 1 and oncegranted will form an individual permission forthat development, containing enforceableconditions which limit the way buildings andland can be used.All planning decisions are made in the contextof a policy framework. It is a legal requirementthat planning applications are made in accordancewith what is termed the ‘development plan’unless material considerations indicate otherwise.This means that developments, which are inaccordance with the development plan, carry astrong legal presumption that they will be grantedand those which do not, carry a strong legalpresumption that they will be refused. Materialconsiderations include non-statutory guidance andviews of certain important statutory consultees(wildlife bodies fall within this category). It cansometimes be the case that material considerationsare elevated above the development plan inimportance, although this is uncommon. The keylandscape and visual characteristics of the campuswould be important material considerations,including the effect of development on thedesignation as a Garden and Designed Landscape,the fact that the campus sits within an Area ofGreat Landscape Value and the effects on thesetting of Airthrey Castle, as a Category Blisted building.The development plan is made up of regionaland local policy documents and will includethe National Planning Framework 2 when it isapproved. It may be necessary for the Universityto respond to these policy documents as theyemerge to ensure that the policies support theUniversity and its intended development as far aspossible and oppose proposals that could threatenthose interests.Planning policy and legislation are currently in atransitional phase due to the enactment of a newPlanning Act for Scotland.This section gives an overview of the existingarrangements at a national, regional and local leveland gives an indication of the impending changesthat will need to be taken into account in relationto the Estate Strategy.At a national level planning is governed by adocument called the National Planning Framework(NPF) the aim of which is to provide a spatial planfor Scotland. The NPF is shortly to be given anenhanced status under the new Planning Act andwill be given legislative force and become partof the ‘development plan’. The current NPF waspublished in April 2004 and is a non-statutorydocument which sets out national priorities fortransport, energy, infrastructure and the economyamong other things. This NPF is currently beingreviewed and as a result of the new PlanningAct will form the statutory framework for alldevelopment at a national level. All planningpolicies at regional and local level will have tofit with the aims of the new NPF which is due in2008. It will govern national planning policy upto 2030 and is set to be reviewed every 4 years.A draft of the second NPF will be issued for publicconsultation early in 2008. Scrutiny by Parliamentwill follow in the spring of 2008; and publicationof the final version of NPF in the autumn of 2008.It is important that any future plans for campusdevelopment fit with the broader strategic aimsof the NPF. The existing NPF states that ‘Scotland’suniversities, higher education institutions andfurther education colleges lie at the core of thestrategy for developing the skills base necessaryto support a knowledge driven economy.’The purpose of the Structure Plan is to give a longterm planning strategy at a regional level. It setsout broad strategic aims for development andland use and is not intended to set out site specificproposals. Nevertheless they do form a very rigidpart of the planning process and all developmentproposals throughout the life of the Structure Planare assessed against its policies. For this reason it1General Permitted Development Order. This contains very limited categories of works which require no planning permission, e.g. sundry minor alterationsand certain changes of use.16

tHe LocAL/PUBLIc PoLIcy contextis important that the University engages fully inthe consultation process when a new structurePlan is being drafted or altered. A response to thecurrent draft structure Plan has been submittedby the University highlighting the importanceof the University’s contribution to the area andrequesting amendments to reflect this. As wellas the specific issues addressed in the response,there are 2 further major policy proposals inthe structure Plan which may impact upon theUniversity and which need to be monitored – theseare the proposed city expansion and the Weststirling Link Relief Road (see section 14.3, PlanningIssues). the structure Plan will now be consideredby the council, together with all the consultationcomments, before it is submitted to the scottishMinisters for approval.The document of significance at a local level isthe Local Plan, the current version of which is thestirling Local Plan 1999. It has undergone 2 minoralterations since that date, the second of whichis presently subject to a legal challenge whichhas delayed its official adoption. Stirling Councilplanners have indicated that they do not intend toreview the Local Plan until the challenge has beenheard. this is not due until early 2008.The Local Plan deals with specific local proposalsand puts these within a policy framework againstwhich the local planning authority will assess them.Almost every chapter of the Local Plan impactsupon the University in some way whether by theworkings of a wide environmental policy to deliverconservation aims or the specific targeting ofcouncil support towards a future developmentproposal. Any proposal which does not accord withthe policies of the Local Plan is likely to be refused(or at the very least encounter strong resistancefrom the council). For this reason it is vitallyimportant that the University engages fully withthe consultation process for the new Local Plan.the policies in the current Local Plan which couldpotentially affect the University are as follows:Environment chapter: this contains variouspolicies against which all developments are judged.these include presumptions against developmentwithin the Green Belt, requirements to providesafe, secure environments, ensure disabled accessand protect trees and wildlife.17

the local/public policy contextBusiness & Economic Activity chapter: Policiesof relevance include the requirement to ensure theenvironmental quality of all new developments.Community Leisure and Recreation chapter:This chapter places a duty on the University tosecure optimum use of recreational facilitiesoutwith semester times.Transport and Accessibility chapter: Policiesin this chapter which have a potential toaffect the University include the need fortransport assessments in connection with somedevelopments, provision of cycle facilities andwheelchair accessible environments.Bridge of Allan chapter: Contains the specificpolicies affecting the University including theCouncil’s policy to support ‘planned expansion’of the University and further development of theInnovation Park. In particular industrial expansionof the University campus is supported. Due to theage of the Local Plan it must be assumed that theexpansion referred to is what has already occurredand no further expansion will be supported otherthan that which is shown on the Proposals Map.The University will need to assess the EstateStrategy to ensure that it is in accordance withthe Local Plan.Under the new Planning Act 2006, both theStructure Plan and the Local Plan will be replacedby a single document – the Local DevelopmentPlan. There is a statutory requirement that thisbe replaced every 5 years. This should mean theplanning framework for the University becomesmore responsive and up to date but will requireregular input from Estates & Campus Services toensure that the Estate Strategy is taken account ofas each draft plan emerges. The four city regions– Edinburgh, Glasgow, Aberdeen and Dundeewill be subject to a further plan, the StrategicDevelopment Plan.The programme for introducing these new Planshas not yet been determined. Under the newsystem, the primacy of the development plan willcontinue in all planning decision making. It is notyet known what level of influence the StrategicDevelopment Plan (SDP) will have, but tensionshave already arisen for those other cities, e.g.Stirling, and major regions, e.g. Fife, that will nothave an SDP.8.2 Environmental FrameworkThe campus provides habitats for a diverse rangeof flora and fauna. Statutory legal protection isprovided to a huge range of flora, fauna and theirhabitats and this could influence development onthe campus or any activity that could potentiallydisturb the habitats of protected species.Environmental Impact Assessments are usedto assess the effect of a particular project. Thisrequires the developer to assess and demonstratethat the residual effect of the development isacceptable following any mitigation measures thatmay be required.Qualifying flora, fauna and their habitats areprotected by criminal law and also receiveprotection under the planning system from theimpacts of adverse developments. The latter mayresult in development at an otherwise suitablelocation (in planning terms) being refused.Planning authorities have a general but notoverriding duty to have regard to biodiversity inmaking planning decisions.The University, in common with otherorganisations, is obliged to give properconsideration to, and account for, the impactswhich their activities and policies have on theoverall balance and health of the natural biologicalenvironment, at a local, regional, national andinternational level. This means acting in wayswhich are consistent with the exercise of otherstatutory functions, in order to ensure that theconservation of naturally occurring biologicaldiversity is encouraged and advanced. The ScottishBiodiversity Strategy is the key point of referencefor all public bodies.Prosecutions for wildlife crime carry high penaltiesand may result in serious reputational damage forthe individuals and organisations involved. Thecriminal law for wildlife crime has recently beenextended not just to those who actually undertakeillegal acts but also to those who do so as a resultof some reckless act (as opposed to deliberately)and those who knowingly cause or permit such18

the local/public policy contextacts to take place. The University has obligationswhich it is required to comply with both in its roleas a major landowner and as a potential developer.As the duties and obligations may change oncethe presence of a particular species is known ora particular habitat is formally designated theavailability of continuously updated informationis vital.As a starting point an Ecological Baseline Surveywas undertaken in 2007 (see Section 12) to identifyany important habitats and plant species, as wellas recording signs of fauna and areas of habitatthat may be suitable for protected species. Keyfindings were that the campus supports a varietyof habitats, the most ecologically sensitive of whichare within the semi-natural and mature plantationwoodlands and water bodies, and that Pipestrellebats have historically roosted within the campusbut that no signs of other protected species wereidentified. However, this information will need tobe regularly reviewed.The current planning system is undergoingchange with a greater emphasis being placedupon biodiversity. Stirling Council, as the localplanning authority, provide within their Local PlanEnvironmental Keynote Policies. Any planningapplication submitted to the local planningauthority will be assessed against such policies.Statutory protection for flora and fauna falls intotwo categories with the highest level of protectionbeing given to what are termed ‘European Species’and a lesser but still high level of protection beinggiven to ‘nationally protected species’ as follows.There are a number of species that are given ahigh level of protection under European legislation.Protection extends to species of plant and birdlife. It is an offence to deliberately or recklesslycapture, kill, injure, harass a European ProtectedSpecies (EPS) or deliberately or recklessly damageor destroy its breeding or resting place. In order toavoid criminal prosecution that would otherwisearise from these acts a licence must be obtainedfrom the Scottish Government. There is a rigorousscrutiny of all licence applications and there is astatutory test which is particularly difficult to meet.A number of species are given a degree ofprotection nationally. Badgers receive specialprotection under the Protection of Badgers Act1992 with it being possible to obtain a licencefrom Scottish Natural Heritage to avoid criminalprosecution. Again, certain species of plantand bird life are also listed. It is an offence tointentionally or recklessly kill, injure or take anywild animal or intentionally or recklessly damage,destroy, or obstruct access to, a structure or placewhich a wild animal uses for shelter or protectionor disturb such an animal while occupying thatplace or structure. Development affecting thesespecies would not normally require a licencehowever a developer would need to meet thestatutory tests.The campus does not currently have any statutorilydesignated habitats for wildlife such as Natura2000 Sites (Special Areas of Conservation andSpecial Protection Areas) and Sites of SpecialScientific Interest (SSSI) both of which again havea high level of protection. There are, however,two non-statutory Local Wildlife Sites (LWS) ofnature conservation interest which are protectedunder the planning system – Hermitage Woodand Airthrey Loch. Such designations and theneed to protect the sites concerned from adversedevelopment would be a material consideration inany proposed development. There are also areasof non-statutory designated woodland within thecampus including areas of Ancient Woodland andLong Established Woodland of Plantation Origin.The campus is also of geological interest becauseit contains raised beach sand deposits (goodexamples can be found close to the PathfootBuilding at grid reference NS803968) indicatinghigher sea levels in the Forth Valley in the past.The campus is an important teaching resource,particularly for the School of Biological andEnvironmental Sciences.19

Part 3Where are we now: theexisting estate21

where are we now: the existing estatePart 3Where are we now: the existing estate9. Description of the Estate9.1 BackgroundThe University teaches in three locations – the StirlingCampus, the Highland Campus (the new Centre forHealth Sciences within the Raigmore Hospital sitein Inverness) and the Western Isles Campus (withinStornoway Hospital). The latter two locations are usedfor teaching Nursing and Midwifery. The Instituteof Aquaculture operates a number of remotefish farms and research stations in Howietown,Buckieburn, Machrihanish and Dunblane. Table 3shows the area of land and gross internal buildingarea of each of the campuses/properties ownedor leased by or to the University and indicates thetenure arrangements.Table 3: Land and Gross Internal Areas of Buildings22LocationTenureLandArea haBuilding AreaGross Internal m 2Main Stirling University CampusOwned and Occupied byUniversityFreehold 135.2 87,42041,303Non ResidentialResidentialNotesMedical centre Freehold 0.065 n/a Leased to Private Medical PracticeInnovation Park(excluding proposedextension)Freehold 5.6 n/a Leased to various commercialoccupiersFairview Freehold 0.5 n/a Leased to Scottish Institute ofSportStirling Off CampusSt Annes Freehold 0.10 284 Leased to Bright BeginningsNurseryFriars Croft Freehold 0.20 450 ResidentialUnion Street,Freehold 0.02 94 ResidentialBridge of AllanAlangrange Freehold 0.65 1,335 ResidentialJohn Forty’s Court Freehold 1.46 6,586 ResidentialUnion Street, Stirling Leasehold N/a 4,276 ResidentialThistle Chambers Leasehold N/a 576 ResidentialLyon Crescent Leasehold N/a 4,366 ResidentialAquaculture Research Field StationsHowietoun Freehold 1.00 1022 Mixed residential / non residentialSauchiemill Freehold 9.20 483 Mixed residential / non residentialBuckieburn Freehold 0.15 330 Mixed residential / non residentialMachrihanishFreeholdLeaseholdHighlands and Western Isles CampusHighland Campus Centrefor Health SciencesWestern Isles Campus0.201.00986370Mixed residential / non residentialMixed residential / non residentialLease N/a 2,255 Non residential within Estate ofRaigmore Hospital InvernessLicence tooccupyN/a 810 Non residential embedded withinStornoway HospitalThe following sites are within the boundary of the Historic Airthrey Estate but are no longerowned by the University.Falcon Foodservices 10.18 n/a FactoryWallace View site 2.82 n/a Owned by SEFV with option forUniversity to develop

where are we now: the existing estateThe majority of University facilities are located onthe Stirling Campus within the boundaries of theAirthrey Estate, which historically was recorded asextending to 146.9 ha (363 acres). This area hasrecently been checked using the digital OrdnanceSurvey Maps resulting in a measured area ofapproximately 153.9 ha (381 acres). An area ofapprox. 13 ha (32 acres) on the eastern boundaryof the original estate is now privately owned. Thisarea is divided into two constituent parts:»» The Wallace View site of about 2.82 ha (6.95acres) owned by Scottish Enterprise Forth Valleybut with an option agreement in favour of theUniversity»» Falcon Foodservices Factory site of about10.18 ha (25.15 acres), part of which ScottishEnterprise Forth Valley have an optionto purchaseWithin the remaining campus which is owned bythe University there are three areas which havebeen leased for non-University purposes:»» A small area of land to the north of about0.065 ha (0.16 acres) has been leased anddeveloped as a Medical Centre»» Land to the south of the campus, extendingto 5.6 ha (14 acres) has been leased anddeveloped by the University and partners asthe Stirling University Innovation Park (SUIP).Agreement has been reached with ScottishEnterprise Forth Valley to lease a further areaof land (circa 1.84 ha) to a developer (to beappointed) to extend the Innovation Park»» Fairview – the building and its associated landextending to 0.5 ha (1.2 acres) has been leasedto the Scottish Institute of Sport for theirheadquartersThe following table sets out the areas of theremaining campus attributable to different uses.Table 4: Land Use Categories – Stirling CampusCategoryArea haRoads, Car parks 14.7Buildings including internal courtyards 7.1Playing Fields and Sports Grounds 13.1Golf Course 5.0Hermitage Woods (dedicated woodland) 25.2Other Grounds 60.45Airthrey Loch 9.65Total135.2 ha(334.1 acres)23

where are we now: the existing estateTable 5: Net space (useable areas) m 2Airthrey CastleCottrell BuildingInc R G Bomont and LogieLecture TheatreColin BellBuildingIris MurdochBuildingPathfootBuildingAndrew Miller Building,Central AreaLibrary & Studies AreaRobbins BuildingMaintenance AreasOther BuildingsTotalAcademic AreasCulture and Society 74 2649 20 2743Health andWell being 920 3701 1310 889 838 7658Enterprise Economyand Sport 4085 4085Environment 3744 3304 7048Centrally TimetabledTeaching space 3910 887 4797Library andInformation Services 1912 476 6244 8632Administration 97 3265 336 159 1674 164 5695Social Provision 910 4069 79 306 5364Indoor Sports 8682 8682Leased to Others 29 219 629 877Transition 162 834 545 1541Shops 1801 1801SUSA 36 1334 1370Management Centre 3698 3698Principal’s house(Airthrey Castle Yard) 295 295Totals 1244 21744 1310 889 9945 4228 6343 1334 1674 15575 642869.2 Non-Residential Space on the StirlingCampusThe total amount of non-residential, useable floorspace on the Stirling Campus is 64,286m 2 . Thisincludes academic, library, administrative, social,commercial and sports facilities.The Academic and Administration space is largelyhoused in the Pathfoot and Cottrell Buildings andAirthrey Castle.Pathfoot Building is predominantly a 1960ssteel framed single storey building with extensionsbuilt in the 1990s. Its occupants are the ArtsDepartments, Institute of Education, Institute ofAquaculture and the Student Recruitment andAdmissions section of administration. The buildinghouses a significant part of the University’s ArtCollection. It has its own restaurant and fullproduction kitchen and a number of centrallytimetabled teaching rooms and lecture theatres.24

where are we now: the existing estateCottrell Building is predominantly a concreteframed 3 storey 1970s building with the Courtroom and R G Bomont extensions built in the early1990s. The exterior of the building is currentlybeing refurbished with new cladding, insulation anddouble glazing. Its occupants are SBES, Psychology,Nursing and Midwifery, Management and mostof the Administrative departments including thePrincipal and the University Secretary. Much of theUniversity’s centrally allocated teaching space islocated in the Cottrell building. It is linked to theAndrew Miller building by a footbridge crossing theroad. The University’s 24 hour main reception andsecurity control desk is located in Cottrell.Iris Murdoch Building was built in 2002 and isa steel framed building. The building was fundedby the Dementia Trust and houses the DementiaServices Development Centre and providesresearch and support to assist in the developmentand improvement of services for peoplewith dementia and their carers. The buildingincorporates a small finishing kitchen and anumber of high quality teaching and conferencerooms which are available for commercial use.Part of the Nursing and Midwifery Departmentis also located in the building.The Colin Bell Building was built in 2003 (fundedby SRIF) and is a masonry and timber framedbuilding linked to the R G Bomont building andimmediately adjacent to the Iris Murdoch Building.It houses the Department of Applied Social Science.Airthrey Castle is an 18th century Grade ‘B’ listedbuilding of Robert Adam design which has beensubject to significant alteration in the Victorian era.It is currently being altered to enable the School ofLaw to be accommodated there.The Library with associated study space is a selfcontainedconcrete framed building adjacent toand directly accessible from the Andrew MillerBuilding. It was built in the early 1970s and isin need of major refurbishment. A scheme toreconfigure and refurbish the building is currentlybeing developed.The Andrew Miller Building is the maincentre for social provision with three cateringoutlets including a full restaurant (Haldanes) andproduction kitchen. It also includes a large generalpurpose area called the Atrium which is usedfor student events, conferences and exhibitions.Retail outlets in the adjacent shopping mall areleased and include a Post Office, Pharmacy,Students Union Shop, Travel Agency, Bookshop,Supermarket and Bank. Also adjacent is theChaplaincy Centre and the Robbins Students’Association building with its bars and cateringoutlets and nightclub.The Macrobert Arts Centre (re-opened in 2002with the assistance of Arts Council and Lotteryfunding) is located adjacent to the Andrew MillerBuilding and comprises two theatre auditoria, afilm theatre, dance studio, crèche, offices and acafé bar. It is widely used by staff, students andmembers of the community.The Stirling Management Centre is a brickbuilt/timber framed 1980s building and is a verysuccessful stand-alone conference centre. Itcomprises seminar rooms, bedrooms and diningfacilities. The Centre is currently being extended inorder that it can respond fully to market demand.The Gannochy Sports Centre provides the hubfor the University’s sports facilities which areextensively utilised by students, staff and the localcommunity. The centre includes the NationalSwimming Academy and the National TennisCentre (both of which were funded using variousexternal sources including Sports Lottery funding)and comprises a sports hall, indoor tennis courts,indoor 50m swimming pool, squash courts, fitnesscentre and sports pavilion. Adjacent to the Centreare sports pitches, a running track, tennis courtsand all weather pitches. There is also a 9-hole par3 golf course on land adjacent to Airthrey Castle,together with additional pitches and changingrooms. The loch is utilised for water sports and aboathouse and jetty are located on its west bank.9.3 Residential Space in StirlingResidential accommodation for students isprovided primarily on the Stirling Campus wherethe University has 1,965 places in purpose builtresidences. The University also owns or leasesa range of student residential accommodationoff campus within Stirling and Bridge of Allanand which provide a further 834 places. A highproportion of students are housed in Universitymanagedaccommodation (35% of the FTE total).25

where are we now: the existing estateTables 6 and 7 below provide details of thecurrent stock of residential accommodation, thefloor-space, bed-spaces available and details ofownership.Table 6: Student residential accommodation in StirlingResidential BuildingsOn CampusA K Davidson HallAlexander CourtAlexander Court LaundryAndrew Stewart HallH H Donnelly HouseFraser of Allander HouseGeddes CourtMuirhead HouseMurray HallPendreich WayPolwarth HousePolwarth House LaundryPolwarth House LockupsSpittal HillSpittal Hill LaundryGross InternalArea m 2 Bed spaces Owner555851169056042792354741663001538181019664112717773027732202071241632091202795099001150UniversityUniversityUniversityUniversityUniversityUniversityUniversityUniversityUniversityUniversityUniversityUniversityUniversityUniversityUniversityOff CampusAlangrangeFriars CroftFriars Croft GarageJohn Forty’s CourtLyon CrescentThistle ChambersUnion Street, Bridge of AllanUnion Street, Stirling40535 1965117642030658643665769442764411028718538326611524 834UniversityUniversityUniversityUniversityLink HousingStandard LifeUniversityLink HousingTable 7: Staff residential accommodation in StirlingResidential BuildingsStaff Housing on CampusAirthrey Castle Yard No. 2136Airthrey Castle Yard No. 3136Airthrey Castle Yard No. 499Airthrey Castle Yard No. 599Airthrey Castle Yard No. 699Airthrey Castle Yard No. 799Ivy Cottage / Garden Cottage 2 100Gross InternalArea m 2 Bed spaces Owner5555550768 30UniversityUniversityUniversityUniversityUniversityUniversityUniversity2Ivy Cottage and Garden Cottage are currently uninhabitable.26

where are we now: the existing estate9.4 Highland and Western Isles CampusesIn addition to the Stirling Campus on AirthreyEstate, the University has a lease to occupypart of the Centre for Health Sciencesbuilding completed in 2006 situated withinthe boundaries of the estate of the RaigmoreHospital NHS Trust in Inverness. The WesternIsles Campus consists of a number of roomsleased from and embedded in the 1990sStornoway Hospital NHS Trust Building. Nursingis taught in Stornoway and Nursing andMidwifery in Inverness.Some residential space for Stirling students isprovided directly by the hospital trusts in bothInverness and Stornoway.9.5 Off-Campus Research FacilitiesThe University owns and occupies several remoteresearch outposts operated by the Institute ofAquaculture comprising a Fish Farm and ResearchStation at Howietown, a Freshwater ResearchUnit at Buckieburn, a Marine Laboratory atMachrihanish and a reservoir at Dunblane. Theproperties are a mix of residential, academic andcommercial buildings of varying age and condition.The management of these facilities is overseenby the External Facilities Committee which reportsthrough the Finance and Infrastructure Committee(FIC) to University Court. The fish farming activities atthe Field Stations are operated on a commercial basis.Building areas and their uses are indicated in Table 8.Table 8: Research Field StationsHowietounMilnholm HouseCottageBothyOffices/Stores/LaboratoryGarage StoreHatcherySauchiemill Cottages (3No.)MuseumCold StoreOffice in PondBuckieburnHouseFilter StationOfficesMachrihanishHouseLaboratoryTank House/AquariumLife boat stationDunblane ReservoirGross InternalArea m 21491009017040543238185303010023012012875370633n/aBuilding UseResidentialResidentialResidentialOffice/ResearchStorageCommercialResidentialCommercialStorageCommercialResidentialAcademicResidentialResearchCommercialCommercialCommercial27

where are we now: the existing estate9.6 Property ValuationsThe University’s Stirling Campus comprises 135.2ha of ground, of which 34.85 ha consists ofthe loch and the dedicated woodland. Whilstthe University continues in existence there is norational need to dispose of the site. Firstly it wouldnot be a viable proposition to dispose of the sitefor a value sufficient to make relocation sensible ordesirable. And secondly, the campus is one of themost beautiful in Europe and is a significant part ofthe University’s brand and a significant attractionto students. The University buildings on campustotal 128,723m 2 gross internal area and the costof rebuilding, with an allowance for a 20% spaceeconomy, would amount to circa £300m plus sitecosts. To recover this from the sale of the campussite would require a sale value in excess of £4mper useable hectare 3 . The planning authority andHistoric Scotland do not favour alternative uses ofthe campus, given its GDL and AGL designationsand its sympathetic development to date, and it istherefore not appropriate to consider relocation.The possibility of selling parts of the estate hasbeen considered in the past and a number of areaswith development potential have been disposedof or leased i.e. the Falcon Foodservices, ScottishEnterprise (Wallace View) and Innovation Parksites. The disposal of the Wallace View site and theland currently owned by Falcon Foodservices wasdriven by financial considerations and while theremay not have been an alternative at the time,the loss of this land within the original campusboundary has been much regretted. The Universitywill continue to consider the disposal of particularbuildings and land if this is appropriate in terms ofits Strategic Plan although these proposals will besubject to detailed scrutiny.In light of the above, the value to be attributedto the Stirling Campus properties is based onthe reinstatement costs required for insurancepurposes. This gives a value for the campus of£212m.In addition to the Stirling Campus site theUniversity owns a variety of off-campus studentresidential properties with an estimated insurancereplacement value of £10m, and the insurancereplacement value of the External Facilitiesresearch and fish farm sites is £3m.Approximate insurance replacement values for allsites are shown in Table 9 below.Table 9: Insurance Replacement ValuationsLocationTenureInsuranceReplacement ValueNotesMain Campus Freehold £212.0m Insurance valuationSt Annes Freehold £0.375m House capable of division into flatsJohn Forty’s Court Freehold £7.606m 41 flats in terraced blocksAlangrange Freehold £2.177m Large Victorian houseFriars Croft Freehold £0.549m Large two storey houseUnion Street, Bridge of Allan Freehold £0.115m 3 bedroom flat. Sale – benefactionconstraintsResearch Field Stations:Milnholm/Sauchiemill Freehold £1.870m Includes Fish Farm and ResidentialbuildingsMachrihanish Freehold £0.830m Planning restrictions on use of siteBuckieburn Freehold £0.315mDunblane Reservoir Freehold N/A3In this calculation the area of the campus is reduced by deducting the woodland areasHermitage +10 ha Loch and SUIP28

where are we now: the existing estate9.7 Special Characteristics of the EstateThe quality of its setting and campus landscape isof significant value to the University and an integralpart of its appeal to students, staff and visitors. Thecampus is subject to two designations - HistoricScotland and Scottish Natural Heritage confirmedthat the Airthrey Estate as a Garden and DesignedLandscape (GDL) in the Register of Historic Gardensand Designed Landscapes in Scotland and it is alsowithin an Area of Great Landscape Value. The GDLdesignation is based on the quality of the originalAirthrey Estate, which was designed in a classical18th Century parkland style, and also on the veryhigh quality of site planning and architectureachieved by the University buildings. In bothinstances the quality of landscape created is dueto a sympathetic relationship between buildings,landform, water and tree planting.The campus lies in a natural bowl, bordered byheavily wooded high ground to the north and east.The centre of the site is dominated by the manmadeAirthrey Loch, around which the majorityof the University buildings are grouped. The Lochis designated as reservoir under the ReservoirsAct 1975 and is subject to regular inspection.With the exception of the historic Airthrey Castle,the first University building was completed in1967, with the majority being constructed in theearly 1970s. The comprehensive approach to theestate’s development was outlined in the 1968Development Plan, and has resulted in a coherentbuilding design and layout which, together withits impressive natural setting and subsequentdevelopments, creates a superb campusenvironment. Further information on the originalAirthrey Estate and its subsequent development asthe University campus is included at Appendix 1.10. Condition of the Estate, Compliance,Fitness for Purpose, and ResilienceThe University’s property does not suffer frommajor structural problems, the challenge for thefuture being continued refurbishment of theexisting estate and a limited amount of new buildwhere consistent with University strategy. Whilstmany areas have been refurbished in recent years,there is still much to be done to ensure a goodquality environment to match the Institution’sacademic reputation and future aspirations.External consultants Drake & Kannemeyer carriedout a survey of the University estate in 2006 toappraise its general condition and the extent ofcompliance with statutory requirements. Thepurpose of the survey was to provide the Universitywith a comprehensive, reliable and independentaccount of their building stock and the extent towhich the physical estate complies with relevantlegislation. In addition an assessment of theadjustments required to satisfy the DisabilityDiscrimination Act (DDA) was carried out in parallelwith the other facets of the survey.The estate was graded for both condition andstatutory compliance using the RICS (RoyalInstitution of Chartered Surveyors) MaintenanceIndicators, as follows:Condition AssessmentCondition A - As newCondition B - Sound, operationally safe andexhibits minor deteriorationCondition C - Operational but major repair orreplacement needed soonCondition D - Inoperable or serious risk of failureor breakdownStatutory Non-compliance AssessmentCondition C - Reasonably foreseeable lack ofcompliance with legislationobserved by the surveyor oridentified by the responsibleauthority who have offered a timespan for works to be carried outCondition D - Lack of compliance with legislationor imminently dangerous breachobserved by the surveyor oridentified by the responsibleauthority that may be likely toissue a warning or directiverequiring works to be carried outwithin a specified periodCondition DX - Lack of compliance with legislationor imminently dangerous breachobserved by the surveyor oridentified by the responsibleauthority who have issued awarning or directive requiringworks to be carried out within aspecified period29

the local/public policy contextThe final report produced by Drake andKannemeyer estimates the expenditure requiredto bring the Estate to a sound and operationallysafe condition (RICS Condition B) subject only toroutine maintenance. The report also estimatesthe expenditure required to comply with currentrelevant legislation including DDA.Table 10 below summarises the costs identifiedover a 10 year period:Table 10: Summary of costs from most recent survey of Condition and ComplianceNon ResidentialLegislative£000’sNon ResidentialCondition£000’sResidentialLegislative£000’sResidentialCondition£000’sYear 1 3235.1 1527.7 934.5 899.6Year 2 1209.8 2860.3 1496.7 5920.9Year 3 230.1 4587.1 58.2 2745.3Year 4 96.9 1857.3 22.0 597.1Year 5 99.5 9461.1 0 1262.8Year 6 96.9 1438.6 0 71.1Year 7 19.4 3394.1 0 894.4Year 8 1.3 5862.8 0 396.8Year 9 0 399.4 0 597.1Year 10 2.6 378.7 0 3.9Sub – Totals 4991.6 31767.1 2511.4 13389.0Totals (Non Res / Res) 36758.7 15900.4Overall Total 52659.1The estimated cost of bringing the entire estateto an acceptable condition (RICS Condition B)amounts to £52.7m over the ten year period.Other key findings of the report are as follows:»» £45.2m is required to restore the building stockto a sound condition»» £2.6m of the £45.2m is required to deal withthe elements of buildings assessed as being inCondition D»» £7.5m is required to deal with statutorycompliance issues»» Of the total costs identified, 94% are associatedwith Grade B and C stock and 6% with GradeD or DXThe University aims to make as much of its estateaccessible as possible, although the nature of thecampus means this is a significant challenge. Workhas been concentrated on access to and within themost heavily used areas of administrative/teachingbuildings. The University has the reputation ofbeing a good place of learning for studentswith disabilities and has over the years enrolledindividuals with severe disabilities and specificrequirements. The residential accommodationincludes a number of extensively adapted flatsfor students and their carers. The costs identifiedby Drake and Kannemeyer for further work onaccessibility, which forms part of the overalllegislative cost identified above, was £1.7m.30

where are we now: the existing estateDrake and Kannemeyer also undertook anassessment of the overall condition of the entireestate as a whole by dividing the appraisal cost foreach building by the indicative replacement valueto establish a replacement factor which was thenapplied using the following criteria:Replacement Factor (per building) =(Condition + Statutory Non-compliance cost)Indicative Replacement ValueOverall Grade = If Replacement Factor < 5% andbuilding < 5yrs old= AIf Replacement Factor < 30% = BIf Replacement Factor < 50% = CIf Replacement Factor > 50% = DThe significance of this is that the economic senseof investment is highest for buildings where thecalculation results in an overall Grade A and lowestfor Grade D. In fact, alternative solutions includingdisposal or demolition may be more appropriate forGrade D buildings. The floor areas for each of thebuildings have been aggregated to arrive at overallgrades for the estate by percentage of floor areain the Figure below and indicates that just under80% of the built estate falls into the categories Aand B, which is very positive.D-1%C-20%A-5%B-74%Figure 3: Percentage of Floor Area byOverall GradeThe University has undertaken significantinvestment in the estate over recent years withparticular emphasis on the replacement andrenewal of the services infrastructure to ensureits resilience in the long term. This investment willcontinue in the future by way of specific projectsidentified from the Condition Survey and as part ofwider refurbishment and development proposals.Annual updating of the Condition Survey will beundertaken to identify those works which havebeen completed and monitor the year on yearchanges in overall estate condition. The results ofthe Condition Survey have been incorporated intothe University’s revised Capital Development Plan.11. Space Management11.1 Overall ManagementThe management and planning of all Universityspace is undertaken by Estates and CampusServices. Major changes in the proposed useof space are reported to and approved by theFinance and Infrastructure Committee, whereasdecisions on minor room changes are approvedby the Deputy Principal (Strategy & Resources).All Departments are asked to indicate their futurespace requirements as part of the University’sannual planning process.The University has operated a space chargingsystem for departmental and centrally timetabledteaching space via the Departmental ResourceProfile for over 15 years and this has drivenimproved efficiency in the use of space by anumber of academic departments. A detaileddatabase of all University space is held whichdetails the size, type, use and occupant of eachroom, and this is updated annually.Estates and Campus Services is in the process ofpreparing a Space Management Policy which willformalise many of the existing arrangements forspace allocation and set particular standards forthe planning and utilisation of space within therestrictions of the existing building stock.11.2 Management of Teaching SpaceThe University currently operates a centrallymanaged timetabling system for the majority of itsteaching space, although academic departmentsdo retain control of a small proportion of teachingrooms. Estates and Campus Services undertakeutilisation surveys over two four week periodseach academic year (one four week block ineach semester) covering both centrally controlledrooms and departmental rooms. The results ofthese surveys over recent years have indicated aneed to review the use of teaching space and aSpace Utilisation Working Group, chaired by the31

where are we now: the existing estateSenior Deputy Principal (Academic Operations), hasbeen established to investigate methods of furtherincreasing the utilisation of teaching space. Thebenefits of improved utilisation are well recognisedand calculations using the Space ManagementGroup’s 4 efficiency multiplier have indicated thatimprovements in this area should be achievable andcould potentially release space for alternative uses.Significant refurbishment of teaching space hasbeen undertaken in recent years to ensure thefacilities can support changing technologies andmethods of teaching. The nature and extent of thework undertaken has been influenced and guidedby the University’s Learning Spaces Group whichwas established to advise on best practice in thedesign of learning spaces across the campus. Thegroup draws it membership from the academiccommunity and relevant service departments,and is advised by best practice reports on LearningSpaces such as those produced by Alexi MarmottAssociates and JISC. In addition, laboratory spacewas rationalised and reconfigured when theSchool of Biological and Environmental Scienceswas established.11.3 Use of Space Management Group metricsThe overall University estate has been benchmarkedagainst the Space Management Group (SMG) Modelof the Affordable Estate to measure actual spaceagainst predicted space for an institution of theUniversity’s size. The areas are based on the 2005/06Estate Management Statistics returns and results areshown in Table 11 below.Table 11: Comparison of estate size to SMG model predictionsActual(incl. specialistareas)Actual(excl.specialistareas)Predicted(utilisingcurrent spacetools)Predicted(utilising allavailablespace tools)Predicted(averageof top 25%HEI’s)Total Non-Res Estate 65,220 48,101 60,350 54,667 38,595Core Teaching 10,035 10,035 17,187 15,951 9,774Teaching Offices 5,795 5,795 6,112 6,112 4,088Research 10,121 10,121 11,734 11,734 9,541Library 6,544 6,544 8,607 8,607 6,638Other Support 23,079 5,960 10,648 10,648 5,141Whilst the initial results appear to suggest thecurrent estate is larger than expected, this can beaccounted for by the high proportion of specialistfacilities on the campus including the StirlingManagement Centre, shops, Macrobert ArtsCentre, and specialist sports facilities includingthe National Tennis Centre and Robertson TrustSwimming Pool. If these specialist facilities areremoved from the areas, the size of the Universityestate places it close to the top 25% of institutionsin space efficiency terms.Whilst changes in teaching methods over theyears have resulted in an element of bad fit, themajority of the space remains appropriate for theUniversity’s requirements. Indeed the fact that theUniversity’s academic activities are almost entirelyhoused in two large buildings is advantageousand enables efficient adjustment of space arisingfrom the expansion and contraction of individualdepartments. The University does however suffera number of problems in relation to the suitabilityof its buildings. Pathfoot and Cottrell Buildingsare designed on a modular basis which does notreadily adapt to provide the size of rooms that maysuit the University’s future needs, particularly largerrooms and shared spaces. This also applies to officespace where academic offices in the Cottrell andPathfoot Buildings were originally designed toallow small group teaching. This teaching modehas reduced considerably due to the financialpressures which have meant that staff/student4The UK Higher Education Space Management Group (SMG) and Space Management Project (SMP) is supported by the four UK funding bodies for highereducation.32

where are we now: the existing estateratios need to be higher, leading to classeswhich are larger than can be accommodated instaff offices. Whilst the ability to improve spaceutilisation by structural alteration is limited by themodular design of the buildings, some progress hasbeen made by reducing the office sizes in PathfootBuilding. Introducing open plan design and officesharing are considered where appropriate andalteration work to create such areas has beensuccessfully completed in a number of areas.Additionally in recently constructed extensions toCottrell and Pathfoot Buildings for academic use amore appropriate office area has been provided.12. Ecological SurveyA desk and field based investigation into theecological baseline conditions of the main Universitycampus was undertaken by external consultantsin 2007 with the findings being presented in theform of an Ecological Baseline Report. A number ofstatutory and non-statutory bodies were consultedas part of this process including:»»»»»»»»Scottish Natural Heritage (SNH)The Royal Society for the Protection of Birds(RSPB)Scottish Wildlife Trust (SWT)British Trust for Conservation Volunteers (BTCV)The Ecological Baseline Report was informed byan Extended Phase 1 Habitat Survey which wasundertaken in July and August 2007. The surveyidentified any important habitats and plant species,as well as recording signs of fauna and areas ofhabitat that may be suitable for protected species.A map of the campus with the key habitatsidentified, together with accompanying targetnotes, is included as Appendix 2.The key findings within the Ecological BaselineReport may be summarised as follows:»» The University campus supports a variety ofhabitats including plantation and semi-naturalwoodland, grassland, scrub and tall herbs andgrasses of the type that grow in waste ground,water bodies and formal gardens»» Other than the Designed Landscape, thereare no statutory designated sites within theUniversity campus»» There are two non-statutory Local Wildlife Sites(LWS) of nature conservation interest within thecampus. One of these encompasses HermitageWood to the north of the campus whilst theother encompasses Airthrey Loch»» There are areas of non-statutory designatedwoodland within the campus including areas ofAncient Woodland (AW) and Long EstablishedWoodland of Plantation Origin (LEWPO)»» Pipestrelle bats (common and soprano) whichare protected under the Conservation (NaturalHabitats etc) Regulations 1994 have historicallyroosted within the campus»» No other signs of protected species wereidentified during the Extended Phase 1Habitat Survey»» The most ecologically sensitive habitats withinthe campus are the semi-natural and matureplantation woodlands and water bodiesFurther ecological surveys and Ecological ImpactAssessments may be required to inform particulardevelopments and this could include land adjacentto the campus. In addition, a number of habitatmanagement and enhancement opportunities areidentified within the report including:»» Continuation and expansion of the woodlandmanagement plans which are currently in placefor Hermitage and Spittal Woods»» Educational and interpretation opportunitieswith information regarding the history andhabitats of the campus which would alsobe seen to be good practice under the LandReform Act»» Improvements to the loch and its surrounds»» Expansion of season meadow managementplans to increase biodiversity»» Further management of invasive and aggressivespecies, and wider planting of native species toincrease the diversity of habitats»» Further habitat and species monitoringIt is proposed that these be further investigatedand taken forward as part of a campus-wideBiodiversity Policy and Management Plan.33

where are we now: the existing estate13. Performance AssessmentRegular monitoring of estates performanceis a key element of estate management. Akey part of this is the Higher Education EstateManagement Statistics (EMS) service whichis operated for the sector by IPD OccupiersProperty Databank. The main objective of EMSis to give UK Higher Education institutionsaccess to relevant information to enable betterstrategy and decision making, and providebenchmark information to facilitate internaltracking of performance and estates informationdevelopment.A range of key metrics from EMS were developedinternally as part of the University’s KPI process in2006 and these are monitored on an annual basisto benchmark performance against a selection ofcomparator Universities, as well as highlightingsignificant changes in Stirling’s year on yearperformance. The current list of metrics usedis included at Appendix 3. A selection of thesemetrics is submitted to the University’s Finance andInfrastructure Committee annually and particularmetrics have been used to highlight areas of poorperformance (e.g. teaching space utilisation)in order that appropriate remedial action maybe investigated.34

Part 4Development Potential35

development potentialPart 4Development Potential14. Campus Development Plan14.1 The Existing Campus – RevisedDevelopment PlanThe original development plan for the Universitywas produced in 1968 and subsequently updatedin 1973 following the initial development of thecampus. A review of these original developmentplans was undertaken in 1994 and an InterimDevelopment Plan prepared at that time inconsultation with the Local Authority.Considerable development has taken place in thelast 10 years and all of the previous DevelopmentPlans may now be considered to be out ofdate. A re-assessment of the Campus and itscapacity for further development has thereforebeen undertaken utilising external consultantsand professional staff within the University. Inidentifying sites for these potential developmentsaccount has been taken of the University’s desireto maintain the integrity and value of the DesignedLandscape and of the concerns expressed byoutside conservation bodies such as HistoricScotland. In particular, to maintain the qualities ofthe estate and campus three design principles forthe location of new development established inthe 1968 Development Plan continue to be appliedwhere possible. These are:££ New development should be an extensionto the existing teaching and social coreas envisaged by the 1968 and 1973Development Plans££ New development should be located close tothe edges of the Estate with a backgroundsetting of woodland££ New development outwith these zonesshould be located so as to maintain views,to and across water, within and beyond thecampus, and should not interrupt the mainvisual horizons or ridges within the siteA plan of the campus with the potentialdevelopment sites identified is included atAppendix 5. Sites for both building (coloured pink)and landscape development (coloured green) havebeen identified and, where possible, the buildingdevelopment sites have been categorised underacademic, sports, commercial and residential. Thesites for future building development identifiedon the plan for the most part meet the first twocriteria above. The Peninsula site to the east of thecentral area, Wallace View at the east end of thecampus, and the Airthrey Castle annex sites wouldall require careful consideration in relation to thethird criterion above, as all three are within thevisual field of Airthrey Castle.As far as non-residential accommodation on theStirling campus is concerned, sufficient buildingsites remain readily available, subject to planningapproval, to cater for growth. Further sites areavailable for the expansion of the ManagementCentre and Sports Centre, and for free-standingand privately resourced institutes should suchdevelopment be desirable.With regard to residential accommodation, it isestimated that the Campus can provide sites fora total of 250 additional bed spaces (currently1965). However, the University’s policy is toincrease the amount of ensuite accommodationas refurbishments proceed in order to provide anappropriate quality of accommodation for studentsand commercial customers. The total number ofbed spaces will reduce over the period as the hallsare refurbished and altered to increase the numberof ensuite rooms. This reduction could be offsetby the provision of an appropriate number of newspaces on the development sites.The updated Development Plan has been discussedwith the representatives of the local authority’sPlanning Department and no particular concernswere raised about any of the developmentsindicated. The University indicated its preferencethat the updated Development Plan should bereferenced in the current Local Plan as the newLocal Development Plan (LDP) would not beproduced for a number of years. The Plannersconfirmed that there was a precedent forenshrining this type of information in the CurrentLocal Plan as Supplementary Planning Guidance.36

development potential14.2 SUIP Master PlanScottish Enterprise Forth Valley on behalf ofthe SUIP partners (Stirling Council, ScottishEnterprise Forth Valley and University of Stirling)has commissioned a master plan to determinehow both existing buildings and developmentsites could be best utilised to deliver maximumeconomic impact.The completed study will include»» an overview of the development potential ofthe site in the context of current economic andproperty market conditions»» an appraisal of each of the existing buildingsand development sites to include thedevelopment opportunities and potential targetmarkets of each»» an indicative physical master plan layoutindicating the optimum building footprints andpotential site massingThe study will inform the partners on thedevelopment options and appropriate next stepsrequired to successfully deliver accommodationsolutions to meet anticipated market demand.The Plan is due to be finalised in February 2008and could impact on the University Estate if the siteoccupied by E&CS’ Property Management team isidentified as a possible site for future expansionof the Innovation Park. Any plans for this site tobe released would need to be fully funded and toincorporate proposals for a relocation of PropertyManagement to the area adjacent to the Gardensand Grounds team. Such plans are unlikely to bebrought forward for consideration during the earlyyears of this Estate Strategy period.14.3 Planning IssuesDevelopment on the University campus isconstrained by its designation as both a Gardenand Designed Landscape (by Historic Scotland andScottish National Heritage) and its inclusion withinan Area of Great Landscape Value (regional).The University is conscious of its superb settingand of the critical importance of developing thecampus in a sensitive manner. A number of bodiesare involved in consultations on the physicaldevelopment of the estate and specific proposalswill be considered by Historic Scotland and ScottishNatural Heritage in addition to the mainconsultee on all planning issues - Stirling CouncilPlanning Department.Currently four buildings are listed (Airthrey Castle,Garden Cottage, Ivy Cottage and East Lodge) asbuildings of special architectural or historic interestwith work being subject to listed building consent.Historic Scotland has recently indicated that theywish to investigate the possibility of designatingthe Principal’s House and the additional houses inAirthrey Castle Yard and to review the campus asa whole. The proposals come in the context of theUniversity’s 40th anniversary and the conferencehosted in November 2007 by the Department ofHistory entitled University of Stirling 1967-2007:Buildings, Landscape and Environment. A followup meeting has identified that Historic Scotlandwish to review the status of those buildings whichare already listed and to review whether thereare other buildings which should be consideredfor listing. The Pathfoot Building and the housesin Airthrey Castle Yard, including the Principal’sresidence, are of particular interest. Survey workwill take place during Spring 2008. The Universityhas stressed that it wishes to ensure that buildingsof particular interest are protected for the futurebut that it also needs to ensure that its estate isfit for purpose and can be extended and modifiedsympathetically in line with the needs of aworking University.Certain developments outwith the campus mayhave an adverse effect on amenity, value and theUniversity’s ability to develop further. Decisionswill need to be made on whether to object ormake representations on any notices of proposeddevelopment, or any other planning notices, e.g.compulsory purchase or nature conservation anda robust management process will be required tosupport this.Planning applications and other developmentscurrently under discussion and that couldpotentially affect the University include:»» Beauly to Denny high voltage power line. ThePublic Inquiry ended in December and it isexpected that it will be a year before the finalreport is submitted to Scottish Ministers for adecision. The University submitted evidence inNovember 200637

development potential»» The City Expansion is a proposal to allocateland from 2015 for 1500 new houses andemployment in one of 3 possible locations, oneof these being in the Dunblane/Bridge of Allan/Causewayhead area. No details are included inthe Structure Plan as these will be dealt with inthe Local Plan»» The West Stirling Link Relief Road is intendedto complete the Stirling outer ring road byconnecting Causewayhead Road to Kildean RoadThe existence of major underground pipelinesor other infrastructure (including significant gasmains) under a site can have a major effect onthe building density which is allowed and thisdocument may need to be assessed against anyknown or intended developments.Sustainability, the need to limit impact on climatechange and the related requirement for developersto manage and reduce any impact on theenvironment will increasingly affect developmentproposals. A demonstration of compliance withsustainable development principles will be neededfor all proposals in future. This will includeaspects such as energy efficiency, increased useof sustainable public transport and on-site microgenerationof power.15. Potential for CollaborationThe University’s collaborative strength lies in twokey areas:»» articulation arrangements with a number ofeducational bodies with the aim of providingstudents with defined pathways for study orfor progressing between different coursesoffered by different institutions. Many of thesearrangements lead to a recognised qualificationvalidated by the University. The most recentpartnering arrangement is with a commercialorganisation and aims to recruit undergraduatestudents from overseas and provide them withthe necessary study and language skills priorto entry to an undergraduate degree course.The first students were recruited to the StirlingInternational Study Centre in Autumn 2007»» collaborative research activity where researchersfrom Stirling are working with researchersbased in other institutions in the pursuit ofapplications for research funding and theconduct of researchIts physical location in central Scotland is one ofthe University’s strengths but also means thatthere are few Higher or Further EducationInstitutions in close proximity. This means thatthe physical sharing of facilities or services is aparticular challenge.Exploratory discussions were held with ForthValley College in 2006 and 2007 as part of theirconsideration of a new estate strategy for thecollege. It is generally recognised that physicalco-location needs to academically-led. The twoorganisations portfolios are quite different andearlier discussions had reinforced the fact thatcollaboration was best based on articulation,co-location having not been identified as arequirement for this. Opportunities for sharingphysical facilities (sports and recreational) and forthe potential use of common estates services wereidentified but would have required the College’snew Stirling campus to be located as close to theUniversity as possible to make this a viable option.However, the College had already identified apreferred location in Stirling (the Raploch) whichsuited its business objectives and did not wish tore-open the appraisal of alternative locations. Thechosen location means that the sharing of facilitiesis not viable because of the distance betweenthe two locations. The same applies to be jointprovision of estates services.The University is a member of the Forth ValleyProperty Group alongside the three localauthorities, the health board and the emergencyservices. This group shares information aboutproperty and estate matters in the interest ofco-operation and efficiency. The University isworking closely with Stirling Council on anydisposals, in that these might be of interest to theauthority in relation to its priority for additionalaffordable housing, and on the provision ofstudent accommodation.38

Part 5estate Priorities in thecontext of the strategic Plan39

estate priorities in the context of the strategic planPart 5Estate Priorities in the Context of the Strategic Plan16. Proposed solutions for those strategicpriorities with estate implicationsThe following table identifies those strategicpriorities which have estate implications and thepotential solutions.Table 12: strategic priorities and estate solutionsStrategicPriorityResearch andKnowledgeTransferLearning andTeachingSportOrganisationalDevelopmentEstate implicationsNeed for additional space for researchersand research studentsNeed for space for CCRCContinued upgrading of research facilitiesContinued upgrading of Lecture Theatresand teaching spacesRefurbishment of LibraryContinued investment in existing facilitiesCentre for Sporting ExcellenceEstablishing School of ManagementRestructuring of Service DepartmentsProposed solutionsImprove utilisation to free spaceDevelop site in Cottrell or Pathfoot(subject to research income)Propose development of Wallace View(subject to external funding)CDP/RCIF fundingCDP/LTIFCDP/RCIF/LTIF/FundraisingRecurrent budgets and CDPRedevelopment of Gannochy site iffunding availableInitially, to provide a ‘front door’ withinexisting footprintNew build if funding availableSpace reconfigurationFunding andFinanceInternationalisationNo specific estate implications -Possible need for additional teachingspaceRequirement for additionalaccommodation guaranteesAdditional/improved facilities forinternational studentsImproved utilisation to free spaceReview of policy for allocation ofresidential spaceTo be identified by Marketing &Internationalisation WGMarketingEstateDevelopmentsImproved external signage &interpretation of campusPriority facilities which would improvemarket positionFurther upgrading of residences to meetstudent and non-student requirementsImplementation of capital projectsFurther investment in sustainabilityCDPMarketing & Internationalisation WG toidentifyProposed residential strategyCDP – subject to affordabilityReduction in consumption of utilities –insulation, improved building controls,standards for new buildDevelopment of Carbon ManagementStrategyDevelopment of Biodiversity Policy &Management Plan for grounds & habitatsFurther limitations on car parking &creation of public transport hub betweenCottrell and SMC (if further developmentof SUIP takes place)40

estate priorities in the context of the strategic plan17. Summary of proposed strategy onstudent accommodationThe University has a range of accommodationwhich is used by students during semesters(September to May) and for conference businessduring the summer months. The provision andmanagement of residential accommodation isviewed as core to the University’s activities andperhaps given more prominence than in otherinstitutions. This is largely because of it being acampus university and because the residentialexperience is considered to be a key element ofthe student experience. The provision of residentialaccommodation to students generates an annualturnover of circa £7m. A further £900,000 (basedon income achieved during financial year 06/07)comes from the use of the residences for nonstudentpurposes. The latter figure is the grossincome obtained from conferencing and eventbusiness that is achieved as a direct result of havingaccommodation available to service these events.The current portfolio of 2,799 directly-managedbedrooms includes a range of accommodationfrom standard study bedrooms in traditional hallsof residences to ensuite study bedrooms andcluster flats for 5/7 occupants.The University has invested £11.8m onrefurbishment of the campus residential estatesince 1994. The scope of each project has varieddepending on the availability of funding and theneed to maintain a range of accommodationoptions to ensure that student and non-studentaspirations were met. Each project has includedwork to ensure compliance with current legislativerequirements, such as HMO (Houses in MultipleOccupancy), but the extent of refurbishment hasvaried from project to project resulting in varyingstandards and provision across the range ofaccommodation. Andrew Stewart Hall benefitedfrom the original space being remodelled and nowprovides 207 bedrooms with either ensuite orprivate bathroom facilities. Other projects such asA K Davidson Hall have been restricted toaddressing legislative compliance requirementswith minimal refurbishment.Although much work has already been undertakenthere are a number of outstanding projects thatmust proceed to ensure compliance with currentlegislative requirements and to protect the longtermfuture of the residential estate. In particular,Murray Hall and Geddes Court, which have hadno major refurbishment work carried out sincethey were built and currently do not complywith HMO regulations, and therefore mandatorywork must be carried out to ensure that theUniversity can continue to use these premises.The local authority has agreed to relax licensingrequirements to enable the University to continueto use these residences on the understandingthat refurbishment will go ahead and that thiswill include all of the work needed to ensure fullcompliance. If the University failed to undertakethis work the Council would be within its rightsto enforce a closing order on these premises. Itis also the case that major elements of work havebeen omitted (e.g. Window replacement, servicesrenewals etc.) from earlier refurbishment projectson cost grounds and it will be necessary to carryout further work to these residences to ensuretheir long-term sustainability. As highlighted inSection 10, the condition survey undertaken in2006 estimated the total costs to restore theresidential estate to a sound condition complyingwith statutory requirements as £15.9m over aten year period. This figure does not allow forimprovements in functional suitability to meetstudent demand and aspirations.Student demand for accommodation generallyexceeds supply and the guarantee given to firstand final year students, means that those studentswho are unsuccessful in acquiring Universityaccommodation tend to be 2nd and 3rd yearundergraduates. Unsuccessful applicants normallyseek accommodation in the private sector of whichStirling has an adequate supply. However surveysindicate that the key factors for students in relationto accommodation are:»» that they prefer on-campus accommodation tooff-campus University accommodation»» they expect network provision in all rooms»» they would prefer an improvement in thestandard of accommodation provided,particularly in residences that have yet tobenefit from refurbishment»» Lower rent charges41

estate priorities in the context of the strategic planSUSA has expressed the view that Universityaccommodation is often preferable as it offers acheaper, more secure service than many privateaccommodation providers in the local area. SUSAbelieves that choice is essential and where studentsopt to rent in the private sector, it is vital thatthey have access to informed advice and supportthrough the University.Appendix 4 provides more detail on the residentialestate, the refurbishment work carried out todate and that still required. It also presents theresults of an option appraisal on the way forwardwith student accommodation. The advantages,disadvantages and cost of the following six optionswere considered:1. Maintain the current portfolio without furthercapital investment (do nothing)2. Maintain the current portfolio and invest toensure compliance with legislation only3. Maintain current portfolio and invest toupgrade provision, retaining existing spatialarrangements i.e. no additional ensuite orprivate facilities4. Maintain current portfolio and invest toupgrade provision to meet student and nonstudentexpectations including remodelling tofurther increase ensuite and private facilities5. Change scope and size of existing estate -2 sub optionsA. Refurbish on-campus accommodation,dispose of off-campus accommodation andextend Alexander Court;B. Refurbish on-campus accommodation,dispose of off-campus accommodationand seek a nomination agreement witha private provider6. Consider transfer of all or some accommodationto a third party providerThe costs of these options range from £1.5m to£20m (Annex C, Appendix 4). A number wouldlead to reducing revenue streams over time asthe uptake of accommodation dwindles and itsdeteriorating quality means that Stirling becomesa less attractive option for out of semesterconferences and events.Taking into account the importance of residentialaccommodation to a campus university’s offerand the potential contribution to the studentexperience, it is recommended that the Universityshould focus on the on-campus facilities andinvest enough to bring all of this accommodationto a good standard. To enable this option 5B isrecommended at a total cost of £12.5m. Thisoption would mean the disposal of an off-campusUniversity owned residence (John Forty’s Court),probably for non-student business. The sale wouldgenerate a cash receipt in the region of £8mwhich would form a significant contribution tothe refurbishment of on-campus accommodation,and would also avoid the additional cost ofrefurbishment of John Forty’s Court in thelonger-term. If it is necessary to offset the loss ofresidential capacity which would result from thedisposal and further refurbishment on-campus, theUniversity could enter into a nomination agreementwith a private provider. The University would wishto influence the quality of provision and servicestandards if this option were pursued.42

Part 6Financial Issues43

financial issuesPart 6Financial issues18. Investment in the estate – past andfutureOver the University’s 40 years, it has investedsignificantly in the Estate through maintenance andcapital investment.18.1 MaintenanceMaintenance tasks are categorised as reactivemaintenance or planned preventative maintenance.Where an Institution is adequately funded thebalance between these categories would shift asmore emphasis is placed on the latter.The University’s current annual expenditure on themaintenance of the non-residential estate amountsto £1.8m. The current split between reactiveand planned maintenance shows that £1.55mis spent on reactive maintenance (Major Repairs£250k and Direct Labour including managementand administration £1,300k) and a further £250kon planned preventative maintenance. On theresidential estate, the total annual maintenanceexpenditure is £690k, with the split being £340kfor reactive maintenance and £350k for plannedpreventative maintenance. However, there iscrossover between the categories and theseallocations are known to be less than 100%reliable. The Property Management Division is inthe process of developing a Maintenance Strategyto ensure that maintenance tasks are properlyprioritised and that an appropriate balancebetween reactive and planned maintenance isachieved and properly recorded.The report produced by JM Consulting for SFCsuggested that in order to sustain and developthe estate in a manner to prevent increasing levelsof maintenance backlog, institutions should bespending an annual amount equivalent to circa4.5% of their Insurance Replacement Value (IRV)on maintenance and capital works. It was furthersuggested that the maintenance share of thisshould be 2.5%. The insurance replacement valueof the University’s buildings is circa £146m for thenon residential estate and £78m for the residentialestate. The resultant maintenance target for thenon residential estate would therefore be £3.65m,and for the residential estate it would be £1.95m.Whilst this level of expenditure would provide asignificant challenge in terms of resourcing, thecalculation would suggest that there is currentlyan under investment in maintenance. The currentassumption is that the maintenance budget willremain at its current level subject to affordability.In addition, the JM Consulting report suggests that2% of IRV should be spent annually on capitalinvestment. The total IRV of the University estateis £225m which would give a suggested annualfigure of £4.5m. Since 2002, the University’saverage annual capital expenditure has been circa£7.4m, however this has included a number ofnew build projects and therefore this particularmeasure must be treated with caution. Capitalinvestment tends to fluctuate considerablybetween years depending on a number of factors,including windows of opportunity to carry out theworks, the University’s strategic priorities, externalfunding and affordability.18.2 Capital investmentIn 2003, the University approved a CapitalDevelopment Plan (CDP) which covered the 10year period 2003/04 to 2012/13, subject to anongoing assessment of affordability. This plan hasundergone several revisions to reflect changes inthe University’s strategic priorities and to allow newprojects to be introduced where appropriate. In theperiod prior to the plan being implemented, theUniversity had agreed an annual budget of circa£1.1m for capital investment. Since 2002 a total of£37m has been spent on capital projects.In order to bring the CDP into line with the EstateStrategy an extended plan has been prepared andis attached at Appendix 6. The projects within theplan were identified from five main sources:»»The University’s strategic priorities»» Specific initiatives from academic or servicedepartments»» The Condition Survey (assessment of the estatecondition and backlog maintenance)44

financial issues»» Specific projects identified by Estates & CampusServices relating to physical infrastructure»» Specific projects identified by InformationServices relating to IT infrastructure and thedevelopment and implementation of majorsystemsThe projects within the plan were scored against arange of weighted criteria which are fundamentalto the University’s further investment - includingfit with the organisation’s strategic priorities, goodstewardship of the estate, ensuring statutorycompliance, and optimising the stakeholderexperience. The new plan covers the period2003/04 to 2016/17 and identifies the completelist of projects which the University may wishto undertake. The overall cost for the period isestimated at £163m and initial work to analysethe impact of this level of expenditure on theUniversity’s cash flow and surplus/deficit indicatesthat the plan is not affordable in its totality. Furtherwork is being undertaken on the projections ofincome and expenditure to determine the levelof expenditure which is sustainable and this isexpected to be concluded during the spring of2008. The plan will be further prioritised at thisstage to identify those projects which are to betaken forward in the short and medium term andthose which are to be deferred. Within the wholeplan detailed consideration will be given to fundinga rolling 3 year programme. In addition, theUniversity will continue to review the CDP annuallyand to adjust the projects to be implementedbased on affordability and other competingdemands for investment.18.3 Financing proposals and viabilityassessmentThe University has made a significant investmentthrough its capital expenditure programme. Inaddition to the amount noted above it intends toinvest an additional £32m to be spent over thenext 3 years. In addition, £10m has been spent onmaintenance of the estate since 2002.This expenditure has primarily been financedthrough capital grants (LTIF, SRIF, sportscotland,Lottery), bank loans and a finance lease. Inaddition, the University generates an annual cashsurplus of around £6m per annum before capitalexpenditure and interest costs. In April 2007,the existing loan portfolio was repaid using theUniversity’s own cash reserves and a RevolvingCredit Facility (RCF) of £20m was put in placewith Barclays Bank and Lloyds TSB. This is amore cost effective method of financing capitalinvestments as it provides greater flexibility to theoverall treasury management and has provision forestablishing term loans for core borrowing whenrequired.The proposed capital expenditure plan to 2016/17has been analysed. The initial total capitalrequirement identified for the period 2007/08to 2016/17 amounted to £136m. In addition, intaking forward its strategic priorities, the Universitywill have significant human capital investmentneeds that can only be met from the samerestricted funding pool.Based on the current funding facility of £20mtogether with the grants, capital receipts and thefundraising targets noted below, it is estimatedthat capital expenditure of around £100m between2007/08 and 2016/17 is likely to be affordablein cash flow terms. This assessment is basedon our current understanding and forecasts offuture income and expenditure. In the currentclimate even the next year is subject to significantcaveats and is likely to change. Therefore, it willbe necessary to keep this total under review inrelation, not only to cashflow, but critically to theimpact on the revenue account of the timing ofprojects and final cost, the resultant depreciationcharges and the cost of borrowing. Hence, theUniversity will continue to approve the CDP on ayear by year basis and to check affordability formajor projects on a case by case basis.The assumption on the total funds likely to beavailable is based on the following inflows anddonations in addition to the normal activity of theUniversity:Capital Grants (LTIF/SRIF) £28mProject specific grants £14.5mSale of off-campus assets £8mDonations and Fundraising £5mThe phasing of the proposed capital plan to2016/17 has been subject to detailed analysis andmodelling subsequent to the initial prioritisationand categorisation review. Some projects have45

financial issuesbeen transferred to bids for recurrent funding asthey do not meet the capitalisation criteria, andothers have been set aside as they are the subjectof specific bids for external funding. If this fundingis not forthcoming these projects are unlikely toproceed in the planning period.As noted above, the University has a £20mRCF, which is convertible into a term loan. Theaffordability analysis is based on the £20m facilitybeing converted into a term loan repayable over15 years through annual amortising interest andcapital payments.Under the new FM conditions the University hasthe scope to borrow up to £35m before referralto the Funding Council is required. However theanalysis to date suggests that the University wouldbe unable to afford the annual financing costs onthis level of borrowing. In addition the Universityis required to adhere to the financial covenantsimposed by the RCF.At the current time the University does not haveany formal arrangements in place to manageinterest rate risk. However, such measurers will beput in place as and when the RCF is converted toterm loans.The current revenue budget strategy includes theassumption that the maintenance budget willcontinue at its current level but subject to thenormal assessment of affordability arising at thetime of agreeing the detailed annual budget.46

Part 7consultation47

consultationPart 7ConsultationThe following institutions or groups have beenconsulted during the development of the newEstate Strategy:Stirling CouncilStirling Council Planning DepartmentScottish EnterpriseStirling University Student AssociationStirling University staff and campus unionsFit with the Council’s Strategic Plan and priorities, and theLocal Economic Development StrategyDiscussion of updated Campus Development PlanFit with Forth Valley Regional Economic Development StrategyComments invited on the proposed Contents and ExecutiveSummaryThe Estate Strategy was considered by the Financeand Infrastructure Committee and formallyapproved by University Court in March 2008.48

Part 8Implementation andReview Process49

implementation and review processPart 8Implementation and review processAppendix 7 provides an action plan derived fromthe new Estate Strategy and necessary for itsimplementation.Progress with implementing the strategy will bereviewed quarterly by members of the SeniorManagement Team in Estates & Campus Servicesand as part of the Department’s annual away dayon planning matters held early in the calendar year.Issues will be reported by exception to the Financeand Infrastructure Committee (FIC).quarterly reviews will address any changes neededto the Estate Strategy as a result of this activity.The Estate Strategy will be reviewed more fully atleast every five years or earlier if changes to theUniversity’s strategic priorities require it.A brief update summarising progress made withimplementing the strategy plus key changes to thedocument will be provided to the Scottish FundingCouncil each November.The University revisits, and if necessary refocuses,its strategic priorities each year. One of the50

Appendices51

appendicesAppendix 1Historic Development of the Airthrey EstateAirthrey Castle was built around 1792 for RobertHaldane, a retired naval officer, to the designof Robert Adam. Adam’s romantic design forthe Castle was influenced by his knowledge ofthe classical Italian landscape; as was the layoutof the estate landscape completed by ThomasWhite from County Durham in 1798. White wasa pupil of “Capability” Brown and with his sonThomas White Jun. completed over forty majorcommissions throughout Scotland during theperiod 1780-1819.White employed a simple approach to design,which was typified by a serpentine approachdrive, rising to a mansion on a hill and passingen-route the maximum number of newly formedclumps of trees. The function of peripheralwoodland was to hide the edges of the park. Thehardwood plantings of the design were intendedto have a life span of 200 years. In the Claudiantradition, water is the link between foregroundand background, yet the Whites appear to havehad little interest in, or to have made much useof, water. The artificial Airthrey Loch is thoughtto have been created by Robert Haldane himself.Although no contemporary records exist for theoriginal layout, White’s explanation for his designat Scone Palace sums up his approach to designwhich was surely similarly employed at Airthrey:“to raise up such plantations as well as shut outdeformities, heighten its beauties, and by breakingthe distant scenery as you pass along, introducethe same objects in different lights, and points ofview and thereby give you an agreeable changeof Scene.”The Ordnance Survey edition of 1899 clearlyshows the essential characteristics of the originallayout. The estate is dominated by Airthrey Castlelocated on rising ground against the woodedcrags of Hermitage Wood to the north andwith commanding views southwards towardsAbbey Craig, the Carse of the River Forth, andover Airthrey Loch which forms a secondaryfocus within the western section of the Estate.Other buildings and productive functions suchas the walled garden are carefully located withinwoodland and separated from the main houseso as not to threaten the integrity of its setting.The main plantations within the Estate run innorth/south strips, on steep slopes or along theridges of higher ground as at Spittal Hill, to thusprovide maximum shelter from prevailing windscombined with maximum southerly exposure. Aswell as concealing the edges of the parkland thesewoodland strips influence views from the houseand heighten the appearance of the landform justas the loch increases the depth of the landscape.Individual specimens and numerous clumps ofdeciduous trees are planted throughout theopen land within view of the main house and themovement of stock within this southern part ofthe estate was controlled by a ha-ha ditch whichran between Spittal Hill and Craigton. The entirethree hundred acre estate was enclosed by a highstone wall and the principal points of entry forvisitors were the east and west lodges where, uponentering, visitors were treated to a sequence ofviews intended to impress and delight before theprincipal focus, the Castle, was revealed. In 1799the Estate was sold to Sir Robert Abercromby whocompleted the “improvements” by relocating LogieKirk and Village.In 1889 the Estate was sold to Donald Graham,a Glasgow Merchant who had spent a great dealof time in India. He enlarged the Castle and,in accordance with Victorian fashion for plantcollections, introduced many exotic and nonindigenousspecies which contrasted with theplainer style of the classical estate planting of theprevious century. Most of these plantings werecarried out in the woodland to the north andeast of the Castle and at the water’s edge; it is ofsuch an extent and quality as to selectively enrichthe original woodland structure of the estate.Photographic illustrations in the 1968/69 UniversityProspectus suggest that the overall landscapestructure did not change significantly until theUniversity development commenced in 1967.There are two ancient standing stones and aVictorian way marking stone on the site. Thestanding stone located to the east of the PathfootBuilding is on the site of an old village calledPathfoot where a regular cattle market took place52

appendicesbut the village ceased to exist in the late 18thcentury. The second stone is situated adjacentto the sports pitches east of Airthrey Castle. It isalleged to mark the site of a battle in 839 betweenthe Picts and the Scots under Kenneth McAlpinebut it has also been suggested that it marks thesite of a bronze age settlement. The Victorian waymarker stone is located adjacent to the golf courseeast of the Castle and marks the distance to nearbytowns in three directions. Other historic remains oncampus include the ruins of the Hermitage withinHermitage Wood, an Ice House close to AirthreyCottage and the old East Lodge on the roadleading to Alexander Court.University campusThe transformation of an estate landscapefocused on a single building to a multi centredUniversity development complex has beenachieved with great skill and clarity and owesmuch of its success to establishing a contemporaryrelationship between buildings and landscapewhich was exemplified in the original layout forthe University campus. Teaching and residentialbuildings are focused around Airthrey Loch tocreate a direct relationship between buildingsand water. Although the west lodge and driveno longer exist, a pleasant avenue and view offine buildings over water impresses visitors asthey enter the campus in much the style as theoriginal layout two centuries earlier. The layout ofresidential blocks is designed to provide studentswith the same fine views and southerly aspect asmight have been enjoyed by the earlier residentsof Airthrey Castle. Functional elements such as theboiler house and maintenance buildings are hiddenin woodland, and new woodland plantings havebeen carried out; mainly to adjust the shape ofthe original woodlands to suit the new spaces anduses which were being developed within the site.Other short-term, ornamental planting of shrubsand decorative tree species has been carried outas part of building developments, and the wholemaintained to a very high standard by Universitygrounds staff.Since the end of the initial phase of buildingin 1973, the main changes in the appearanceof the landscape have been in the introductionof separate buildings of individual design andmaterials outwith the core area - the Gannochysports complex, the Innovation Park, StirlingManagement Centre and residences at SpittalHill and Alexander Court. The growth in demandfor car parking and the limited capacity of theoriginal road system have had an influence on thequality of external spaces surrounding buildingsand the overall appearance of the campus. It hasbeen increasingly necessary to order and manageparking spaces in such a way as to preventunnecessary intrusion into the central amenity ofthe campus. Short-term shrub and tree plantingwhich was carried out as part of the initial buildingdevelopment has now matured and a programmeof modification and replacement which willmaintain a pleasant, ordered and safe environmenthas been undertaken. A programme of specimengroup tree planting has also been completed inorder to maintain succession for the now maturedeciduous clumps of the original estate.53

appendicesAppendix 2Campus Habitat Map410158581214952165317111375652183A ! !16!AA !! AA55AAA 5428 ! !!AA! AA!19!A ! !AA37!!! !!!! !30AA!!A33!! ! ! !44 48!! !47! ! ! ! ! !A! !! !! !! ! ! ! A! ! !A4357! ! 3427! ! ! !! !38! !! !!ASI!!!35!32A!!A2436A50!515949AA2046AAA45!40! SI!!!AAA!21A22ASI2539!42SI! SI ! ! !!! 41 !!!!!232631AAAA29KEY:Survey BoundaryTarget Notes! Scattered Broadleaved Trees! Scattered Coniferous TreesWallIntact Species-poor HedgeA A Amenity Grassland! ! ! ! ! ! ! !! ! ! ! ! ! ! !! ! ! ! ! ! ! !! ! ! ! ! ! ! !Bare GroundBuildingsSemi-natural Broadleaved WoodlandIntroduced ShrubInundation VegetationMarshy GrasslandSIBroadleaved Plantation WoodlandConiferous Plantation WoodlandSIMixed Plantation WoodlandSIËË ËË ËË Ë ËËSISISIPoor Semi-improved GrasslandSemi-improved Neutral GrasslandË Ë ËScattered ScrubStanding WaterTall Ruderal Herbs.0 250MetresCLIENT: SIZE: TITLE:University of Stirling A3 Figure 1.2Extended Phase 1Habitat SurveyERMNorloch House36 King's Stables RoadEdinburgh, EH1 2EUTel: 0131 478 6000Fax: 0131 487 3636SOURCE: Reproduced from Ordnance Survey digital map data. © Crowncopyright, All rights reserved. 2007 License number 0100031673.PROJECTION: British National GridDATE: 08/11/2007DRAWN: JJHDRAWING:CHECKED: PWWAPPROVED:ADPROJECT: 0069274SCALE: 1:6,500REV:Stirling_Uni_Phase1.mxd 0File: 0069274StirlingUniPhase1\mxd\Stirling_Uni_Phase1.mxd54

appendicesAppendix 3Estate Performance MetricsTotal EstateCapital expenditure and valueInsurance replacement value per square metre GIACapital expenditure per square metre GIALinking property to the businessHEI Income per square metre NIATotal property costsTotal property costs + Capital expenditure perstudent FTEComponent revenue costsOperating costs per square metre NIAOperating costs per student FTEEnergy costs per square metre NIAWater/sewerage costs per square metre NIAMaintenance costs per square metre NIACleaning costs per square metre NIAAnalysis of MaintenanceRatio of Maintenance costs and Capex to IRVEnergy costs, consumption and emissionsEnergy costs per square metre GIAEnergy consumption kW/h per square metre GIAEnergy consumption kW/h per student FTEWater costs and consumptionWater/sewerage costs per square metre GIAWater consumption m³ per student FTEProperty management costsProperty management costs per square metre NIAFacilities costsFacilities costs per square metre NIANon Residential EstateSpace AllocationTeaching NIA as % Total NIAResearch NIA as % Total NIASupport NIA as % Total NIAOther NIA as % Total NIAVacant NIA as % Total NIACondition and suitabilityBuilding condition % GIA Condition A and BCost to upgrade condition C+D to B as % of IRVUtilisation ratiosTotal non-residential NIA per student FTECore teaching space per taught student FTEFrequency rate - teaching spaceOccupancy rate - teaching spaceUtilisation rate - teaching spaceTotal property costsTotal property costs per square metre NIATotal property costs per student headTotal property costs per student FTETotal property costs + Capital expenditure perstudent FTEComponent revenue costsNon residential operating costs per student FTEAnalysis of MaintenanceMaintenance costs and Capital exp per squaremetre GIAEnergy costs, consumption and emissionsEnergy costs per square metre GIAWater costs and consumptionWater/sewerage costs per square metre GIAResidential EstateTotal property costsTotal property costs per bedspaceComponent revenue costsOperating costs per square metre NIAEnergy costs per square metre NIAWater/sewerage costs per square metre NIAMaintenance costs per square metre NIAAnalysis of MaintenanceMaintenance costs and Capital exp per squaremetre GIAEnergy costs, consumption and emissionsEnergy consumption kW/h per square metre GIAWater costs and consumptionWater consumption m³ per square metre GIA55

appendicesAppendix 4Residential Strategy for StirlingBackgroundWhen the University was established in 1967Stirling did not have capacity within its existinghousing stock to support a large influx of studentsseeking accommodation in the private rentedsector, and as a result the University embarked ona major development of residential accommodationto house students who were being recruited tothe University.The main residential estate is located on theStirling campus and was purpose-built for studentoccupancy between the late 1960s and themid 1970s. As a result of the growth in studentnumbers during the 1970s and 1980s furtheraccommodation was required. By the early 1990sthere was further expansion to the residentialportfolio with the addition of Alexander Court, anew build development on-campus providing 322bedrooms, and further developments off-campuswith John Forty’s Court, Union Street and LyonCrescent providing an additional 738 bedrooms.On-campus accommodation currently provides1,965 bedrooms of varying standards ranging fromtraditional hall to cluster flats for 5–7 occupants.An additional 834 bedrooms are available offcampusranging from 7 person ensuite flats,standard flats for 4–7 occupants and 5 personhouses. Off-campus residences are located within3 miles of the University campus and are purposebuiltstudent residences, some of which are ownedby the University and others leased from privatehousing providers. All accommodation is managedby the University.Current positionThe University provides a range of accommodation(totalling 2,799 bedrooms) available for studentoccupancy during semester and for mixed (studentand non-student) use during the summer months.The provision and management of studentaccommodation is considered to be a core part ofthe University’s business and generates an annualturnover of circa £7.1m. This is complemented byan income of circa £900k (financial year 06/07)from the use of the residences for non-studentpurposes. [This figure is the gross income obtainedfrom commercial business that is achievedas a direct result of having accommodationavailable to service conferences and holiday letrequirements]. The current portfolio of 2,799directly-managed bedrooms and includes a rangeof accommodation from standard study bedroomsin traditional halls of residences to ensuite studybedrooms and cluster flats for 5/7 occupants. Afull breakdown of accommodation provision andincome derived from student business is shownin Annex A. Student rental periods coincide withsemester dates and generally offer students a 38week let, although postgraduate accommodationoffers students a 50 week let to meet theircourse requirements. Rental charges are formallyreviewed on an annual basis by the Rent ReviewGroup which is chaired by a lay member ofUniversity Court and includes representativesfrom SUSA. This includes a market analysis toassess how the University’s charges compare withother universities and the local private rentedsector. This year’s market analysis concludedthat the University’s rents compare favourablywith other universities but are higher than thosein the private sector. However, University rentsare inclusive of utility bills, 24 hour conciergeservices, cleaning, linen provision etc. and whenthis is taken into consideration the charges arecomparable with rents in the private sector.Current statusThe University has invested £11.8m on refurbishingthe on-campus residential estate since 1994. Thescope of each project has varied depending onfunding availability and the need to maintain arange of accommodation options to ensure thatboth student needs and commercial aspirationsare met. Each project has included work to ensurecompliance with current legislative requirementssuch as HMO (Houses in Multiple Occupancy),and the extent of refurbishment has varied fromproject to project resulting in varying standardsand provision across the range of accommodation.Andrew Stewart Hall has benefited fromremodelling of existing space and now provides207 bedrooms with either ensuite or privatebathroom facilities, whilst other projects such asA K Davidson Hall were restricted to addressinglegislative compliance requirements with minimal56

appendicesrefurbishment. As highlighted in Section 10 of theEstate Strategy, the condition survey undertakenin 2006 estimated the total costs to restore theresidential estate to a sound condition complyingwith statutory requirements. This cost amountsto £15.9m over a ten year period but this madeno allowance for improvements in functionalsuitability to meet student demand and aspirations.The following table provides a summary of thework completed to date and the residenceswhere further work is required as only partialrefurbishment was carried out.Table 1: Summary of refurbishment work undertaken as at October 2007PropertyOriginalType ofRefurbishment Year No. ofRoomsFinalNo. ofRoomsTotal Cost(incl Fees &VAT)Cost perBedroom(Refurb)Extent of WorksPolwarthHouseMuirheadHouseAndrewStewartHall (ASH)East WingA KDavidsonHallDonnellyHouseFraser ofAllanderHouseAndrewStewartHall (ASH)WestWingMajor (Flats) 1994 117 102 £1,070,000 £10,490 Window replacement;some services renewal;reorganisation of space;furniture.Major (Flats) 1998 156 130 £1,455,000 £11,192 Complete servicesrenewal except heatingdistribution pipework;windows retained;reorganisation of space;furniture.Major Ensuite(Halls)Minimum(Halls)MinimumEnhanced(Halls)1999 148 103 £1,512,000 £14,680 Complete servicesrenewal except heatingdistribution pipework;windows retained; majorreorganisation of space;furniture.2000 304 289 £1,580,000 £5,467 Minimal services renewalincl. water services inwest wing; windowsretained; reorganisationof space; furniture.2001 150 126 £912,000 £7,238 Minimal services renewalalthough water servicesreplaced throughout;windows retained;reorganisation of space;furniture.Major (Flats) 2004 187 162 £2,255,000 £13,920 Complete servicesrenewal except heatingdistribution pipework& radiators; windowsreplaced; reorganisationof space; furniture.Major Ensuite(Halls)2007 138 104 £3,083,000 £29,644 Complete servicesrenewal except heatingdistribution pipework;roofing; windowsreplaced; majorreorganisation of space;furniture.57

appendicesCurrent requirementsAlthough much work has already been undertakenthere are a number of outstanding projects thatmust proceed to ensure compliance with currentlegislative requirements and to protect the longtermfuture of the residential estate. In particular,Murray Hall and Geddes Court, have had no majorrefurbishment work carried out since they werebuilt and do not comply with HMO regulations,and therefore mandatory work must be carriedout to allow us to continue to use these premises.In the interim, Stirling Council has agreed to relaxlicensing requirements to enable the Universityto continue to use these residences on theunderstanding that refurbishment goes aheadwhich includes all of the work required to ensurefull compliance. Failure to undertake this work ina reasonable timescale could result in the Councilenforcing a closing order on these premises withconsequent business and reputational implications.There is also a legacy from some earlierrefurbishment projects where significant elementswere omitted e.g. replacement of windows, servicerenewals etc. and it will be necessary to carry outfurther work to these residences to ensure theirlong-term sustainability.This is also an opportunity to consider the rangeof accommodation provided and to remodelthe existing residential estate to meet customerexpectations and demands. In particular, thedemand for ensuite accommodation typicallyexceeds supply by 100% for student occupancyand from a commercial point of view increasedensuite provision would both sustain existingconference business and enhance the opportunitiesfor attracting new business. As a result it isproposed that any refurbishment in Geddes Courtshould include conversion to ensuite/privatefacilities accommodation. It is proposed thatMurray Hall should be refurbished and remodelledto ensure compliance with legislative requirementsbut that the rooms should remain as standard. Ifthe projects go ahead on this basis there will be anoverall loss of 88 bedrooms (Geddes Court capacitywould reduce from 209 standard bedrooms to150 ensuite or private facility bedrooms andMurray Hall capacity would reduce from 279standard bedrooms to 250 standard bedroomsas a result of work to kitchens. A schedule ofsuggested works required with appropriate costsis included in Annex B and this forms the basis forthe revised Capital Development Plan. A useablelifespan following refurbishment of 25 years canbe expected. This would mean that further workto those residences that have been refurbishedwould be needed from 2019 onwards. Ongoingminor refurbishment and cyclical maintenance willcontinue to be funded from the revenue budget.Student demandThe allocations policy is updated annually,information gathered from Recruitment andAdmissions and the Deputy Secretary’s Office beingused to determine the number of accommodationplaces that are required to meet accommodationguarantees for priority groups such as new firstyear undergraduates, visitor/exchange students,sports bursars, International Study Centre etc.This information is used to determine the numberof places which are available for allocation toreturning undergraduates. Student demand foraccommodation generally exceeds supply andas a result students who are unsuccessful inacquiring University accommodation tend to be2nd and 3rd year undergraduates. In any yearwhen a refurbishment takes place there is normallya substantial shortage of accommodation andstudents invariably have to secure accommodationin the private rented sector. This also appearsto have a knock-on effect in the year followingrefurbishment when there is a drop in the numberof applications for University accommodation. Thenumber of applications received from returningand new undergraduate since 2001 is summarisedin Table 2 overleaf.58

appendicesTable 2: Summary of undergraduate accommodation availability, applications and surplus/deficitby yearSessionNumber ofBedspacesReservedNumber OfApplicationsReceivedSurplus/Deficit2001/02 2363 2534 -1712002/03 2355 2601 -246Comments2003/04 2226 2449 -373 Fraser of Allander removed from stockfor refurbishment2004/05 2483 2502 -192005/06 2423 2618 -1952006/07 2272 2796 -524 Andrew Stewart Hall West Wingremoved from stock for refurbishment2007/08 2492 2343 149Whilst this table provides an indication of demandfor University accommodation, it is important torecognise that applications do not always turn in tobookings and over recent years (with the exceptionof 2007/08) supply has generally matched demand.On occasions when there has been a shortage ofaccommodation twin rooms have been used ona double occupancy basis at the start of semesteruntil rooms have been released for re-allocation.Further analysis of application informationindicates that there is a clear student preferencefor accommodation located on campus whilstthe demand for off-campus accommodationis reducing year on year and has beenundersubscribed for the last five years. The numberof applications received for on and off-campusaccommodation by year is summarised in Table 3below.Table 3: Number of first choice applications received by year from returning undergraduates for onand off campus accommodation and overall surplus/deficitOn CampusReturning Undergraduates’ 1st choice accommodation preferencesNumber of 1st ChoiceApplicationsPlaces AvailableSurplus/DeficitSession 2003/04 1160 717 -443Session 2004/05 1059 938 -121Session 2005/06 1166 921 -245Session 2006/07 1298 751 -547Session 2007/08 906 844 -62Off CampusSession 2003/04 452 473 21Session 2004/05 397 473 76Session 2005/06 343 486 143Session 2006/07 424 486 62Session 2007/08 358 486 12859

appendicesThe situation in 2007/08 was slightly differentand for the first time in many years was asignificant void. This appears to be as a resultof a combination of factors including: failure toachieve the recruitment targets for students groupswhich have accommodation guarantees; lack ofdemand from returning undergraduates and aknock-on effect from withdrawal of on-campusaccommodation because of refurbishment activityduring 2006/07. It is proposed that the broaderissue of accommodation guarantees and theirvalue as a marketing tool should be reviewed afterthe 2008/09 intake.Student opinionVarious surveys have been carried out over recentmonths including the Accommodation Surveyof Returning Students, the International StudentBarometer Survey and the Student CompletionSurvey. The Student Completion Survey is an annualexit survey of Stirling graduates and has been carriedout since 2004/05. The table below shows theannual percentage of students who either agreedor strongly agreed with the statement that “I amsatisfied with my experience of”:Table 4: Student Completion Survey ResultsI am satisfied with myexperience ofUniversity-wide2004/05University-wide2005/06University-wide2006/07Learning and teaching facilities 85.5% 81.2% 88.1%Accommodation 64% 72.1% 68.7%Catering 66.3% 71.6% 76.8%General campus facilities 82% 93% 73.4%Whilst satisfaction with accommodation provisionranges from 64%–72.1% over the three years,it is important to recognise that the quality ofstudent accommodation is a key element of theoverall student experience. The key messagesfrom recent surveys identify a clear studentpreference for:»» On-campus accommodation as opposed to offcampusUniversity accommodation»» Network provision in all rooms»» An improvement in standard of accommodationprovided, particularly in residences that have yetto benefit from refurbishment»» Lower rent chargesViews from the Stirling University StudentAssociation (SUSA)At a meeting on 20 November 2007, the SUSACouncil passed a policy which fully endorsedthe work undertaken by Residential Servicesand commended the consistently high quality ofUniversity accommodation on offer at Stirling.Chris Baxter (Vice President – Welfare & Education)said that ‘It is the view of SUSA that Universityaccommodation is often preferable as it offers acheaper, more secure service than many privateaccommodation providers in the local area. SUSAbelieves that choice is essential and where studentsopt to rent in the private sector, it is vital thatthey have access to informed advice and supportthrough the University. SUSA aims to provide this,to a limited extent, through our own structuresbut having expert advice on offer through RS isinvaluable and SUSA is keen to see this serviceexpanded. SUSA is, as always, eager to work withour colleagues in Residential Services to ensurethat the service maintains its high standards andto prevent the introduction of private studentaccommodation providers into Stirling’.Non-student opportunitiesThe University’s Commercial Operations teamviews the ongoing development and upgrading ofresidential facilities as one of the key contributorsto the future growth of revenues from non-studentuse. The doubling of ensuite provision on campus,as a result of the refurbishment of ASH WestWing, has been most welcome. Stirling, however,remains at a distinct disadvantage, with respectto its ensuite provision, when compared with anumber of its Scottish and UK competitors withinthe academic venue sector. With just over 200ensuite rooms available on-campus, there is clearlya limit to the size of conference which can be60

appendicesattracted where ensuite provision is required. Therelatively limited number of ensuite rooms currentlyavailable restricts the amount of new conferencebusiness that can be attracted. It is considered thatit would require at least a doubling of the currentprovision (from 200 to 400 ensuite rooms) to allowthe growth of new conference business whilstretaining the existing levels of repeat business.It should be noted that not all markets demandensuite accommodation. The increasingly lucrativeGroup Travel sector demands self-cateringaccommodation, furnished and equipped to areasonably high level, but not necessarily withensuite bedrooms. With this in mind the mostappropriate approach would involve investmentin additional ensuite capacity in Halls of Residenceand upgrading and refurbishment of theUniversity’s stock of flats, apartments and chalets.Future provision – options appraisalIn order to arrive at a strategy for the provision ofaccommodation in the future, a number of optionswere appraised together with their consequences.The following six options were considered:1. Maintain the current portfolio without furthercapital investment (do nothing).2. Maintain current portfolio and invest to ensurecompliance with legislation only.3. Maintain current portfolio and invest toupgrade provision, retaining existing spatialarrangements.4. Maintain current portfolio and invest toupgrade provision to meet student andcommercial aspirations.5. Change scope and size of existing estate.6. Consider transfer of all or some accommodationto a third party provider.The following tables summarise the advantages anddisadvantages associated with each of the options.Annex C provides the net cost of each option.Option 1: Maintain the current portfolio without further capital investment (do nothing)AdvantagesNo capital outlay requiredCan continue to operate and utilise many ofthe existing residences in the short-termDisadvantagesFailure to comply with legislative requirements whichcould lead to enforced closure of some residencesDetrimental to student experienceDamage to reputation due to poor standards ofaccommodationLoss of student and commercial business (existing andnew)Possible implications for the recruitment of new studentsdue to lack of ensuite facilities and poor standard ofsome accommodationNo improvement in environmental performanceLikely to lead to an increased spend on reactivemaintenanceAdds to the maintenance backlog for the futureOption 2: Maintain current portfolio and invest to ensure compliance with legislationAdvantagesCompliance with legislative requirementsContinued use of all residencesDisadvantagesDetrimental to student experienceDamage to reputation due to poor standard ofaccommodationLoss of student and commercial business (existing andnew)Possible recruitment implications due to lack of ensuitefacilities and poor standard of some accommodationNo improvement in environmental performanceAdds to the maintenance backlog for the future61

appendicesOption 3: Maintain current portfolio and invest to upgrade provision, retaining existing spatialarrangements i.e. no additional ensuite or private facilitiesAdvantagesCompliance with legislative requirementsContinued use of all residencesMore rooms retained for lettingEnhance student experienceSafeguards reputationImprove environmental performanceExtends long-term life of the residential estateDisadvantagesLimited ability to increase rental income due to standardof facilities providedFailure to meet demand for certain types ofaccommodation for student and commercial business(existing and new), which could potentially result in lossof businessCould impact on ability to recruit new students due tolack of ensuite accommodationOption 4: Maintain current portfolio and invest to upgrade provision to meet student andcommercial aspirations including remodelling to increase ensuite and private facilitiesAdvantagesCompliance with legislative requirementsEnhance student experienceContributes to reputationImprove environmental performanceExtends long-term life of the residential estateAssists recruitment of new students byproviding range of accommodation optionsAbility to meet demand for certain types ofaccommodation for student occupancyPotential increase in commercial businessdue to ability to provide suitable range andquantity of accommodationOption 5: Change scope and shape of existing estateDisadvantagesLoss of capacity - approximately 90 rooms on campus asa result of remodellingA: Upgrade existing portfolio by refurbishing and remodelling the existing residences to increaseensuite and private facilities provision on campus, dispose of John Forty’s Court for non-studentbusiness use 5 , new build at Alexander CourtAdvantagesDisadvantagesCompliance with legislative requirementsSale of JFC generates significant capital receiptto be used to contribute towards the costof refurbishment / remodelling projects oncampusEnhance student experienceContributes to reputationImprove environmental performanceAssist recruitment of new students byproviding range of accommodation optionsAbility to meet demand for certain types ofaccommodation for student occupancyPotential increase in commercial businessProvides more bedrooms on campus, whichis the most popular location for students andcommercial customersAvoids future refurbishment costs for JFCCapital funding required for major new buildDisruption on campus while development is underwayOnce and for all decision to sell JFCOverall loss of capacity of approximately 280 rooms [287rooms lost as a result of sale of JFC plus approximately90 rooms as a result of remodelling on campus. To beoffset in-part by new build at Alexander Court providingapproximately 100 rooms]Students forced into private housing market5A sale value of £8m has been assumed for JFC (Annex C)62

appendicesB: Upgrade existing portfolio by refurbishing and remodelling the existing residences to increaseensuite and private facilities provision on campus, dispose of John Forty’s Court probably for nonstudentbusiness use, put in place a nominations agreement with a private provider if it is feltnecessary to address loss of capacityAdvantagesDisadvantagesCompliance with legislative requirementsProvides significant capital receipt which canbe used to fund refurbishment / remodellingprojects on campusReduces number of University managedbedspaces off campus, which is the leastpopular location for students and commercialcustomersEnhances student experienceContributes to reputationImprove environmental performanceAssist recruitment of new students byproviding range of accommodation optionsAbility to meet demand for certain types ofaccommodation for student occupancyPotential increase in commercial businessAvoids future refurbishment costs for JFCMaintains link with the CityOverall loss of capacity of approximately 280 Universityowned rooms for student and commercial business.[287 rooms lost as a result of sale of JFC, 90 roomslost as a result of remodelling on-campus. This couldbe offset by entering a nominations agreement with aprivate providerLoss of John Forty’s Court including 105 ensuite roomswhich are used for commercial businessPotential for competition with the private sector forstudent and commercial businessCost of putting Nominations agreement in placeStaffing issuesOnce and for all decisionOPTION 6: Consider transferral of all or some accommodation to a third party providerConsider giving up all on and off campus accommodation and entering into an arrangement with athird party provider of student housingAdvantagesProvides capital receipt from stock transferRetains long-term ownership of buildings andgroundsNo capital outlay requiredProvides new purpose-built or refurbishedaccommodationMaintains capacityOpportunity to influence standards ofaccommodation providedTransfer of off-campus accommodationcould fund refurbishment of on-campusaccommodationDisadvantagesOne off benefitLoss of controlMinimum contract period of 30 yearsCost of terminating existing lease agreementsSignificant set-up costsRisk to reputationRisk over ownership/brandingRisk to welfare and pastoral care provisionHigher living costs for studentsRisk of failure to maintain occupancy levelsPotential impact on commercial businessReliance on third party providerPossible difficulty apportioning costsAsset likely to need investment on returnSignificant University resource to establish and manage63

appendicesTrading position of residencesResidential Services is regarded as a trading area.When taken as a whole student use generates anoperating surplus. However, certain residencesgenerate a small deficit – generally when rentincreases have been suppressed in order to providea range of affordable accommodation or whenloan payments are still being made.bed occupancy only associated with commercialbusiness). The expenditure is expected to be£821k, meaning an overall deficit of £40k. Annualdepreciation charges of £146k decrease to £63k in2010 which would return the operation to surplus.The financial performance over the years issummarised in the table below:It is projected that John Forty’s Court will generateincome of £779k in 2007/08 (including £76k fromTable 5: Income generation from residential accommodationFinancial year Income from Student Use Income from Non-Student use 62002/03 5,7852003/04 5,5582004/05 6,1422005/06 6,497 13312006/07 6,795 9092007/08 (forecast) 7,070 9836These figures represent the value of the commercial business that had a residential requirement64

appendicesANNEX A: ACCOMMODATION SUMMARYProperty Owner LocationType ofAccommodationStudentOccupancyTypeRoom TypeHMOCompliantRefurbishmentStatusNetworkInstallationNumber ofBedspacesA K Davidson University On Campus Traditional Hall 1st year Undergraduates Standard Study Bedroom Yes Minimum - 2000 Yes - June 2005 277 2,470Geddes Court University On Campus Traditional Hall 1st year Undergraduates Basic Study Bedroom No No Yes - June 2002 & 209 2,242June 2003Murray Hall University On Campus Traditional Hall 1st year Undergraduates Basic Study Bedroom No No Yes - 2002 279 2,242Andrew Stewart Hall University On Campus Traditional Hall 1st year Undergraduates Ensuite Study Bedroom Yes Major - East Wing1999, West Wing 2007AnnualRentalCharge2007/08Yes - June 2007 207 3,131AnnualRentalIncome684,190468,578625,518648,117Muirhead House University On Campus Cluster Flats Returning Undergraduates Standard Study Bedroom Yes Major - 1998 No 115 2,489286,235Muirhead (Ensuite) University On Campus Cluster Flats Returning Undergraduates Ensuite Study Bedroom Yes Major - 1998 No 5 3,13115,655Polwarth House University On Campus Cluster Flats Returning Undergraduates Standard Study Bedroom Yes Major - 1994 Yes - June 2004 99 2,489246,411Fraser or Allander University On Campus Cluster Flats Returning Undergraduates Standard Study Bedroom Yes Major - 2004 Yes - June 2004 163 2,521410,923Donnelly House University On Campus Cluster Flats Returning Undergraduates Standard Study Bedroom Yes Minimum enhanced Yes - June 2004 124 2,489- 2001308,636Pendreich Way University On Campus Chalets Returning Undergraduates Standard Study Bedroom Yes No No 50 2,576128,800Spittal Hill University On Campus Chalets Returning Undergraduates Standard Study Bedroom Yes No No 115 2,576296,240Friarscroft University On Campus House Postgraduates Standard Study Bedroom Yes No No 11 3,30536,355Alangrange University Off Campus House Postgraduates Standard Study Bedroom Yes Minimum - 2005 & Yes - June 2006 44 3,3052006145,420Union St (BofA) University Off Campus Flat Postgraduates Standard Study Bedroom Yes No No 3 2,5887,764John Forty’s Court University Off Campus Cluster Flats Returning Undergraduates Standard Study Bedroom Yes No Yes - June 2006 182 2,242408,044John Forty’s Court University Off Campus Cluster Flats Postgraduates Ensuite Study Bedroom Yes No Yes - June 2003 105 2,812295,260Alexander Court University On Campus Cluster Flats Returning Undergraduates Standard Study Bedroom Yes No Yes - June 2004 322 2,521Bk D, June 2005811,762Bk A & C, June2006 Bk BLyon Crescent Leased Off Campus Houses Postgraduates Standard Study Bedroom Yes N/A No 185 3,176587,560Union Street Development Leased Off Campus Cluster Flats Returning Undergraduates Standard Study Bedroom Yes N/A No 266 2,242596,372Thistle Chambers Leased Off Campus Cluster Flats Returning Undergraduates Standard Study Bedroom Yes ? No 38 2,39891,124Totals 2799 7,098,96465

appendicesANNEX B: SCHEDULE OF REFURBISHMENT STILL TO BE UNDERTAKENRefurbWindowReplacementCosts based on 3rd Quarter 2007 and based on original bedroom numbersExt. GlassPanelsRoofCoveringsElectricalInstallationsPlumbingInstallationsHeatingInstallationsVentilationInstallationsMurray Hall (non ensuite) 19,000 5,548,000 09/10Geddes Court (ensuite) 26,300 6,312,000 10/11Muirhead House - 2,425 485 755 - - - - 458,125 13-17Andrew Stewart Hall East Wing - 2,425 485 755 - - - - 377,495 13-17A K Davidson Hall - 2,425 485 755 2,530 6,040 2,660 700 4,506,955 11/12Donnelly House - 2,425 485 755 2,530 6,040 2,660 700 1,964,970 13-17Polwarth House - - - 755 2,530 6,040 2,660 700 1,369,980 12/13Total20,537,525Capital Receipt -Total Cost 20,537,525Notes:Assumed Geddes Court becomes ensuite and Murray Hall retained as standardAll costs include allowance for PreliminariesAll costs include V.A.T. @ 17.5%All costs include fees @ 12.5%To increase costs to 2nd Quarter 2008 add 4.55%To increase costs to 2nd Quarter 2009 add 11.15%No allowance Included for re-decoration works other than Murray & GeddesPlumbing costs based on ensuite layoutsYear67

appendicesANNEX C: SUMMARY OF COSTSResidential accommodation - Option AppraisalOption 1 - Do Nothing -Option 2 - Maintain Current Portfolio and Ensure Compliance with Legislation only 1,596,000Option 3 - Maintain Current Portfolio and Upgrade Retaining Existing Layouts 18,785,525Option 4 - Maintain Current Portfolio and Upgrade to meet Student Aspirations 20,537,525Option 5a - Change Shape of Existing Portfolio including Disposal of JFC & New Build 15,937,525Option 5b - Change Shape of Existing Portfolio including Disposal of JFC & Nom.Agreement12,537,525Option 6 - Consider Transfer of All or Some Accommodation to a Third Party Provider -69

3 0 m Dia sewer200 m Diasewerscour valvescour valveSepticTankinspchmbr100mm OSepticTankSepticTankappendicesAppendix 5Revised Campus Development Plan7.134.04University of StirlingESTATE STRATEGY 2007 – 2017APPENDIX 5 - REVISED CAMPUS DEVELOPMENT PLAN1.01150 dia sewer150 dia sewer7.01300 dia sewer1.01380 dia sewer380mm Dia sewer2.01380mm Dia sewer380mm Dia sewer380mm Dia sewer4.02300mm Dia sewer1.051.044.037.02300mm Dia sewer1.03300mm Dia sewer7.081.024.056.041.125.014.017.121.0 ACADEMIC SPACE1.01 Pathfoot - extensions to A and G corridors; new corridor below Acorridor1.02 Andrew Miller Building – new building on peninsula site1.03 Andrew Miller Building – expansion of existing building1.04 Andrew Miller Building – extension or freestanding new build1.05 Andrew Miller Building – redevelopment of atrium and studies area1.06 Cottrell Building – additional storey to A corridor1.07 Cottrell Building – building extension to link to Logie Lecture theatre1.08 Cottrell Building – inll block to link A block to R G Bomont1.09 Cottrell Building – inll building to link B block to R G Bomont1.10 Cottrell Building – building to link with escape stair at east end of Bcorridor1.11 Colin Bell Building – inll to complete south wing1.12 Airthrey Castle – development on site of annex1.13 Wallaceview – potential campus expansion1.14 Lochside – development site2.0 SPORTS FACILITIES2.01 Gannochy – replacement and expansion2.02 Potential site for Indoor sports arena3.0 STIRLING UNIVERSITY MANAGEMENT CENTRE3.01 Future expansion of Stirling Management Centre4.0 RESIDENTIAL4.01 Block 5 Alexander Court4.02 Student residential development on Andrew Stewart Hall car park4.03 Residential redevelopment on site of lock-up garages4.04 Ivy and Garden Cottages and grounds future residential development4.05 Airthrey Cottage and grounds future residential development5.0 MISCELLANEOUS24'' H.P.WATER MAINAV2.0268.0m450mm Dia sewer380mm Dia sewer7.067.047.031.076.017.09 3.017.051.031.066.031.081.091.101.111.146.027.107.107.111.1324'' H.P. WATER MAIN24''H.P.WATER MAIN5.01 Development on site of gardens and grounds area5.02 Development on site of Friars Croft6.0 ROADS, FOOTPATHS AND INFRASTRUCTURE6.01 Potential site for Bus station6.02 Road and footpath connections to Wallaceview6.03 Pedestrian link from east buildings to MacRobert Centre6.04 Bridge link between Wallaceview and peninsula7.0 LANDSCAPE7.01 Pathfoot courtyards upgrade7.02 External space for development of 1.05 above7.03 Cottrell courtyards upgrade7.04 Cottrell car park landscape upgrade7.05 East car parks frontage landscape7.06 Queen’s Court refurbishment7.07 Spittal Hill woodland management7.08 Peninsula - new parkland7.09 Management Centre courtyard7.10 Wallaceview woodland management7.11 Wallaceview new woodland7.12 East Campus woodland management7.13 Hermitage wood management planOverhead power line450mm Dia sewer450 m Dia sewer450 m Dia sewer7.07STIRLING UNIVERSITYINNOVATION PARKSUIP POTENTIALEXPANSIONHigh pressure water mainMain foul sewerLoch overowRecently completed developmentFuture development5.02green space / landscape developmentRev. C (28.11.07) Hermitage wood management plan addedRev. B (04.11.07) Key notes amended. Friarscroft added to planRev. A - Development sites re-numberedNORTHUNIVERSITY OF STIRLINGESTATE STRATEGY 2007 -2017REVISED CAMPUS DEVELOPMENT PLANAUGUST 2007JOB NO 1620DWG NO 1620/01SCALE: 1: 2000 @ A0IAN WHITE ASSOCIATESLANDSCAPE ARCHITECTS AND PLANNERS3A FORREST ROAD STIRLING FK8 1UH TEL 01786 446446 FAX 01786 446441 E-MAIL mail@iwastirling.co.uk71

appendicesAppendix 6Capital Plan to 2016/17University of StirlingExtended Capital Development Plan to 2016/17Prioritised List with Deferred ProjectsPRIOR YEARS 06/07 CURRENT AND CURRENT FUTURE AND YEARS FUTURE YEARSOverall Risk / Comb. Planned Expenditure Expenditure Total Planned Planned Planned Planned Planned Planned Planned Planned 07/08 toCDP Criteria Object. Score Project to Year ended Spend to Budget Budget Budget Budget Budget Budget Budget Budget 16/17 PlannedApproval Score Score Cost 31/07/2005 31/07/2006 31/07/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13-17 BudgetNumber CDP Title £000's £000's £000's £000's £000's £000's £000's £000's £000's £000's £000's £000's £000's101 Cottrell Fascia Panels 76 15 91 5,500 155 566 721 2,146 2,483 150 0 0 0 0 0 2,633102 Residences Major Refurbishment Programme 68 15 83 23,638 0 0 0 2,570 413 316 5,348 6,312 4,507 1,370 2,802 21,068100 Teaching Room and Lecture Theatre Improvements (Refurb and Equip) 59 20 79 5,035 247 802 1,049 1,306 371 400 259 250 250 250 900 2,680103 Library Refurbishment 60 15 75 13,500 43 12 55 81 400 1,820 10,967 178 0 0 0 13,365104 Condition survey incl backlog maintenance 59 15 74 26,450 0 29 29 124 792 1,000 1,000 1,500 2,500 3,000 16,505 26,297154 Sports Studies Centre for Sporting Excellence 55 15 70 15,000 0 0 0 0 0 1,050 13,000 950 0 0 0 15,000111 Major Refurbishment of Sub Stations and HV Cabling 57 13 70 1,894 846 215 1,061 117 107 159 450 0 0 0 0 716105 DDA Work 52 15 67 375 5 0 5 31 93 140 0 105 0 0 0 338136 DDA funded projects (shefc) 52 15 67 360 247 28 275 43 43 0 0 0 0 0 0 43106 Computing Lab Upgrading and Reconfiguration 51 15 66 2,069 96 263 359 343 205 192 193 108 136 118 415 1,367152 IoE Primary Initial Teacher Education Programme 49 15 64 100 0 0 0 0 0 100 0 0 0 0 0 100107 Legislative Compliance - Residential incl HMO and Fire Alarms 47 15 62 575 0 0 0 130 146 152 147 0 0 0 0 445108 Legislative Compliance - Non Residential incl Fire Alarms 47 15 62 200 5 0 5 20 94 80 0 0 0 0 0 174139 Postgraduate Teaching and Research Facilities 47 15 62 586 291 284 575 0 12 0 0 0 0 0 0 12112 Energy Measures incl Upgrades of BMS 49 13 62 360 30 24 54 23 103 100 50 30 0 0 0 283113 IS Projects Server Replacement 49 13 62 4,056 207 220 427 392 424 167 430 300 208 208 1,500 3,237126 Creation of Security Control Room 54 8 62 100 0 0 0 0 15 85 0 0 0 0 0 100114 IS Projects Network Enhancement / Replacement 48 13 61 945 32 37 69 65 76 135 120 120 50 50 260 811138 SRIF 2 funded projects 48 13 61 3,691 3,049 656 3,705 -12 0 0 0 0 0 0 0 0137 Refurbishment of Fraser of Allander 51 10 61 2,250 2,163 -57 2,106 144 0 0 0 0 0 0 0 0121 Infrastructure - Sewers and underground services 49 11 60 120 38 2 40 9 45 10 16 0 0 0 0 71123 General Laboratory Refurbishments 50 10 60 0 0 0 0 0 0 0 0 0 0 0 0 0171 Cottrell Fire Alarm Upgrade 44 15 59 20 0 0 0 0 0 20 0 0 0 0 0 20149 Centre for Cancer Care Research 45 13 58 3,800 0 0 0 0 0 500 3,200 100 0 0 0 3,800115 Pathfoot CR - Capacity, Resilience and Disaster Recovery 44 13 57 0 0 0 0 0 0 0 0 0 0 0 0 0127 Heating and Hot Water Depressurisation 48 8 56 825 24 97 121 107 293 304 0 0 0 0 0 597124 Sports Projects refurb of new areas 45 10 55 1,000 0 6 6 63 31 100 50 50 50 50 600 931109 IS Projects MIS Applications 39 15 54 3,472 2,164 722 2,886 217 368 0 0 0 0 0 0 368110 Faculty SRIF3 Projects 39 15 54 1,290 0 100 100 344 846 0 0 0 0 0 0 846148 N&M Clinical Skills Facility 38 15 53 0 0 0 0 0 0 0 0 0 0 0 0 0116 Replacement of PABX 40 13 53 400 0 0 0 0 0 400 0 0 0 0 0 400145 Toilet, Corridor and Stair Refurbishments 40 13 53 28 3 23 26 2 0 0 0 0 0 0 0 0163 Landscaping of Queens Court and Logie Courtyard 35 15 50 300 0 0 0 0 0 300 0 0 0 0 0 300117 Asbestos Survey and Works 37 13 50 50 24 22 46 4 0 0 0 0 0 0 0 0140 Refurbishments at Buckieburn 37 13 50 34 4 0 4 0 20 10 0 0 0 0 0 30125 IS Projects Residences 40 10 50 466 113 53 166 28 68 204 0 0 0 0 0 272118 Pathfoot Boiler Replacement 36 13 49 500 0 0 0 27 125 348 0 0 0 0 0 473128 Spaces Moves - Cottrell/Pathfoot/Castle 41 8 49 2,143 38 807 845 488 638 172 0 0 0 0 0 810119 Disabled Egress Systems 35 13 48 60 0 0 0 0 30 30 0 0 0 0 0 60132 Replacement of Electrical Lighting and Distribution Boards 40 6 46 131 32 32 64 11 38 18 0 0 0 0 0 56164 Campus Security Measures 28 15 43 280 0 0 0 0 25 85 85 85 0 0 0 280122 Precautionary Structural Surveys of Buildings 32 11 43 70 2 2 4 10 11 45 0 0 0 0 0 56141 Sports Projects Pitches and Track 31 11 42 1,336 1,210 -25 1,185 0 101 50 0 0 0 0 0 151142 Sports Projects Tennis and Fitness 31 11 42 2,026 169 1,501 1,670 205 100 51 0 0 0 0 0 151129 Refurbishment of Catering Areas 34 8 42 160 0 0 0 0 20 70 0 70 0 0 0 160120 IS Projects Hierarchical Storage Management 28 13 41 500 0 0 0 290 0 0 0 210 0 0 0 210153 Aquaculture Aquatic Systems and Environmental Modelling Facility 31 10 41 100 0 0 0 0 0 100 0 0 0 0 0 100170 Upgrade and Extension of Campus Heating/Power Generation Systems 28 10 38 1,000 0 0 0 0 0 0 500 0 0 0 500 1,000165 Upgrading of Atrium 31 6 37 300 0 0 0 0 0 0 300 0 0 0 0 300130 CCTV Extension incorporating Analogue to Digital 28 8 36 7 7 0 7 0 0 0 0 0 0 0 0 0143 Cycle Provision, paths etc. 30 6 36 57 3 54 57 0 0 0 0 0 0 0 0 0133 Road Improvements 28 6 34 318 54 166 220 98 0 0 0 0 0 0 0 0146 Robbins Window/Cladding 23 10 33 30 0 19 19 1 0 10 0 0 0 0 0 10134 Refurbishment of Upgraded Areas in MacRobert 29 4 33 63 0 13 13 4 46 0 0 0 0 0 0 46144 Campus Lighting Improvements 13 13 26 250 4 6 10 0 0 200 40 0 0 0 0 240131 Campus Signage 18 8 26 260 0 16 16 28 66 99 51 0 0 0 0 216161 IS Interactive Web Architecture 20 6 26 250 0 0 0 0 0 0 100 100 50 0 0 250167 Improvements to Form Management School Entrance 14 10 24 40 0 0 0 0 0 40 0 0 0 0 0 40135 Institute of Sport Storage Extension 0 1 1 55 0 52 52 -6 9 0 0 0 0 0 0 9Savings Target -196 0 0 0 0 0 -196 0 0 0 0 0 -196128,229 11,305 6,747 18,052 9,453 8,657 9,016 36,306 10,468 7,751 5,046 23,482 100,7260147 Management Centre Extension 5,195 3 80 82 348 4,590 175 0 0 0 0 0 4,765148 External Facilities 258 95 139 234 2 23 0 0 0 0 0 0 23149 Football Academy 839 0 0 0 76 743 20 0 0 0 0 0 763150 Gannochy Refurbishment 26 0 26 26 0 0 0 0 0 0 0 0 0151 Loch Canoe Course 10 0 10 10 0 0 0 0 0 0 0 0 0152 Air conditioning - SaNS 37 0 18 18 19 0 0 0 0 0 0 0 0153 Alterations to Entrance at Stirling Management Centre 504 0 0 0 417 87 0 0 0 0 0 0 87154 Synthetic Putting Green 60 0 0 0 4 56 0 0 0 0 0 0 56155 Inverness Medi Centre 700 0 0 0 125 575 0 0 0 0 0 0 575156 Centre for Sporting Excellence Feasibility 50 0 0 0 0 50 0 0 0 0 0 0 50157 International Study Centre 471 0 0 0 0 460 11 0 0 0 0 0 471136,379 11,402 7,020 18,422 10,444 15,241 9,222 36,306 10,468 7,751 5,046 23,482 107,516Projects Not Scheduled173 Reconfiguration of Studies Area and Atrium 47 15 62 5,000 0 0 0 0 0 0 0 0 0 0 5,000 5,000160 IS Commercial Management System Replacement 39 15 54 500 0 0 0 0 0 0 0 0 0 0 500 500159 IS Accommodation System Replacement 37 15 52 500 0 0 0 0 0 0 500 0 0 0 0 500156 IS Student System Replacement 37 10 47 2,000 0 0 0 0 0 0 0 0 0 0 2,000 2,000150 Stirling Management School - New Build 29 15 44 10,000 0 0 0 0 0 0 0 0 500 9,500 0 10,000155 IS Finance System Replacement 34 10 44 1,500 0 0 0 0 0 0 0 0 0 0 1,500 1,500157 IS HR System Replacement 34 10 44 1,000 0 0 0 0 0 0 0 750 250 0 0 1,000158 IS Asset Management System Replacement 34 10 44 1,000 0 0 0 0 0 0 0 0 0 0 1,000 1,000169 Pathfoot Cladding and Double Glazing Upgrades 27 13 40 2,500 0 0 0 0 0 0 0 0 0 0 2,500 2,500147 Integrated Student Services Centre 24 15 39 0 0 0 0 0 0 0 0 0 0 0 0 0134 Refurbishment of Upgraded Areas in MacRobert 29 4 33 937 0 0 0 0 0 87 0 250 0 0 600 937174 Mailroom Entrance 22 8 30 75 0 0 0 0 0 75 0 0 0 0 0 75166 Improvements to Main University Entrance (incl Bus Stop) 16 10 26 100 0 0 0 0 0 0 0 0 100 0 0 100151 Finance Office Co-location 15 6 21 150 0 0 0 0 0 0 0 0 0 0 150 150172 Logie / Cottrell Link 18 1 19 800 0 0 0 0 0 0 0 0 0 0 800 800168 Surfacing of Car Park to Rear of Pathfoot 5 13 18 150 0 0 0 0 0 0 0 0 150 0 0 150162 Link Road Extension 11 6 17 250 0 0 0 0 0 0 250 0 0 0 0 25026,462 0 0 0 0 0 162 750 1,000 1,000 9,500 14,050 26,462162,841 11,402 7,020 18,422 10,444 15,241 9,384 37,056 11,468 8,751 14,546 37,532 133,97873

appendicesAppendix 7Action Plan1.2.3.4.5.6.7.8.Engage in the consultation processes relatedto planning policy, including revisions to theexisting Structure Plan and Local Plan and theintroduction of the new Local DevelopmentPlanMonitor planning applications and proposeddevelopments which could have implicationsfor the University’s estate. Introduce a processto ensure that those planning applicationsreceived are assessed for their implicationsIntroduce a process for handling anycommunication regarding statutorydesignations of buildings or the campusEnsure that the updated Campus DevelopmentPlan is enshrined in the current Local Plan andin due course in the Local Development PlanDevelop a Carbon Management Strategy forthe Stirling campusDevelop a Biodiversity Policy and ManagementPlan for the Stirling campusEnsure that the data from the EcologicalBaseline Survey is kept up to date and theimplications of any changes are shared withinE&CS and more widely within the UniversityPrepare a Space Management Policy whichwill formalise the arrangements for spaceallocation and set standards for the planningand utilisation of space9. Agree and implement a Maintenance Strategywhich will ensure that tasks are properlyprioritised, that an appropriate balanceis struck between planned and reactivemaintenance, that maintenance records arefit for purpose and that customers are keptinformed10. Implement a Post Occupancy Evaluationprocess appropriate to the type of capitalworks undertake11. Monitor Historic Scotland’s review of the listingstatus of the Stirling Campus and engageHS and the local authority as appropriate toensure the most appropriate outcome12. Implement a process to ensure that the EstateStrategy is updated in line with changesto strategic thinking, that progress withimplementation is monitored regularly andthat the Finance and Infrastructure Committeereceives reports by exception13. Submit a report to the Scottish FundingCouncil each November summarising progressmade with implementation and highlightingkey changes75

Photography: John McPake, Tom Main, Renzo Mazzolini & Fred PhillipsThe University of Stirling is a charity registered in Scotland, number SC 011159Approved by University Court March 2008